Organizational behavior
By: Steven L. McShane, Mary Ann Von Glinow
Contributors: Von Glinow, Mary Ann Young, 1949-
Edition: 2nd ed.
Publisher: Mcgraw-Hill/Irwin
Published: 2014
Place of publication: New York
Language: eng
Number of pages: 365
ISBN-13: 9780078029516
Subjects: Organizational behavior; Organisationsverhalten
Other titles: M :
Notes: Includes bibliographical references (pages 289-349) and index.
Table of contents: title: Machine generated contents note: pt. One INTRODUCTION; title: ch. 1 Introduction To The Field Of Organizational Behavior; title: The Field Of Organizational Behavior; title: Historical Foundations of Organizational Behavior; title: Why Study Organizational Behavior?; title: Perspectives Of Organizational Effectiveness; title: Open Systems Perspective; title: Organizational Learning Perspective; title: High-Performance Work Practices (Hpwp) Perspective; title: Stakeholder Perspective; title: Connecting the Dots: Organizational Effectiveness and Organizational Behavior; title: Contemporary Challenges For Organizations; title: Globalization; title: Increasing Workforce Diversity; title: Emerging Employment Relationships; title: Anchors Of Organizational Behavior Knowledge; title: The Systematic Research Anchor; title: The Multidisciplinary Anchor; title: The Contingency Anchor; title: The Multiple Levels of Analysis Anchor; title: The Journey Begins; title: pt. Two INDIVIDUAL BEHAVIOR AND PROCESSES; title: ch. 2 Individual Behavior, Personality, And Values; title: Mars Model Of Individual Behavior And Performance; title: Employee Motivation; title: Ability; title: Role Perceptions; title: Situational Factors; title: Types Of Individual Behavior; title: Task Performance; title: Organizational Citizenship; title: Counterproductive Work Behaviors; title: Joining and Staying with the Organization; title: Maintaining Work Attendance; title: Personality In Organizations; title: Personality Determinants: Nature versus Nurture; title: Five-Factor Model of Personality; title: Jungian Personality Theory and the Myers-Briggs Type Indicator; title: Personality Testing in Organizations; title: Values In The Workplace; title: Types of Values; title: Values and Individual Behavior; title: Values Congruence; title: Ethical Values And Behavior; title: Three Ethical Principles; title: Moral Intensity, Ethical Sensitivity, Situational Influences, and Mindlessness; title: Supporting Ethical Behavior; title: Values Across Cultures; title: Individualism and Collectivism; title: Power Distance; title: Uncertainty Avoidance; title: Achievement-Nurturing Orientation; title: Caveats about Cross-Cultural Knowledge; title: ch. 3 Perceiving Ourselves And Others In Organizations; title: Self-Concept: How We Perceive Ourselves; title: Self-Concept Complexity, Consistency, and Clarity; title: Self-Enhancement; title: Self-Verification; title: Self-Evaluation; title: The Social Self; title: Self-Concept and Organizational Behavior; title: Perceiving The World Around Us; title: Perceptual Organization and Interpretation; title: Specific Perceptual Processes And Problems; title: Stereotyping in Organizations; title: Attribution Theory; title: Self-Fulfilling Prophecy; title: Contingencies of Self-Fulfilling Prophecy; title: Other Perceptual Effects; title: Improving Perceptions; title: Awareness of Perceptual Biases; title: Improving Self-Awareness; title: Meaningful Interaction; title: Global Mindset: Developing Perceptions Across Borders; title: Developing a Global Mindset; title: ch. 4 Workplace Emotions, Attitudes, And Stress; title: Emotions In The Workplace; title: Types of Emotions; title: Emotions, Attitudes, and Behavior; title: Cognitive Dissonance; title: Emotions and Personality; title: Managing Emotions At Work; title: Emotional Display Norms across Cultures; title: Emotional Dissonance; title: Emotional Intelligence; title: Assessing and Developing Emotional Intelligence at Work; title: Job Satisfaction; title: Job Satisfaction and Work Behavior; title: Job Satisfaction and Performance; title: Job Satisfaction and Customer Satisfaction; title: Job Satisfaction and Business Ethics; title: Organizational Commitment; title: Consequences of Affective and Continuance Commitment; title: Building Organizational Commitment; title: Work-Related Stress And Its Management; title: General Adaptation Syndrome; title: Consequences of Distress; title: Stressors: The Causes of Stress; title: Individual Differences in Stress; title: Managing Work-Related Stress; title: ch. 5 Employee Motivation; title: Employee Engagement; title: Employee Drives And Needs; title: Maslow's Needs Hierarchy Theory; title: Learned Needs Theory; title: Four-Drive Theory; title: Expectancy Theory Of Motivation; title: Expectancy Theory in Practice; title: Organizational Behavior Modification And Social Cognitive Theory; title: Organizational Behavior Modification; title: Social Cognitive Theory; title: Organizational Justice; title: Equity Theory; title: Procedural Justice; title: Goal Setting And Feedback; title: Characteristics of Effective Feedback; title: Sources of Feedback; title: Evaluating Goal Setting and Feedback; title: Job Design Practices; title: Job Design and Work Efficiency; title: Job Design and Work Motivation; title: Job Design Practices That Motivate; title: ch. 6 Decision Making And Creativity; title: Rational Choice Paradigm Of Decision Making; title: Rational Choice Decision-Making Process; title: Problems with the Rational Choice Paradigm; title: Identifying Problems And Opportunities; title: Problems with Problem Identification; title: Identifying Problems and Opportunities More Effectively; title: Searching For, Evaluating, And Choosing Alternatives; title: Problems with Goals; title: Problems with Information Processing; title: Problems with Maximization; title: Evaluating Opportunities; title: Emotions and Making Choices; title: Intuition and Making Choices; title: Making Choices More Effectively; title: Implementing Decisions; title: Evaluating Decision Outcomes; title: Escalation of Commitment; title: Evaluating Decision Outcomes More Effectively; title: Creativity; title: The Creative Process; title: Characteristics of Creative People; title: Organizational Conditions Supporting Creativity; title: Activities That Encourage Creativity; title: Employee Involvement In Decision Making; title: Benefits of Employee Involvement; title: Contingencies of Employee Involvement; title: pt. Three TEAM PROCESSES; title: ch. 7 Team Dynamics; title: Teams And Informal Groups; title: Informal Groups; title: Advantages And Disadvantages Of Teams; title: The Challenges of Teams; title: A MODEL OF TEAM EFFECTIVENESS; title: Organizational and Team Environment; title: Team Design Elements; title: Task Characteristics; title: Team Size; title: Team Composition; title: Team Processes; title: Team Development; title: Team Norms; title: Team Cohesion; title: Team Trust; title: Self-Directed Teams; title: Success Factors for Self-Directed Teams; title: Virtual Teams; title: Success Factors for Virtual Teams; title: Team Decision Making; title: Constraints on Team Decision Making; title: Team Structures to Improve Decision Making; title: ch. 8 Communicating In Teams And Organizations; title: The Importance Of Communication; title: A MODEL OF COMMUNICATION; title: Influences on Effective Encoding and Decoding; title: Communication Channels; title: Internet-Based Communication; title: Problems with Email; title: Workplace Communication through Social Media; title: Nonverbal Communication; title: Choosing The Best Communication Channel; title: Social Acceptance; title: Media Richness; title: Communication Channels and Persuasion; title: Communication Barriers (Noise); title: Information Overload; title: Cross-Cultural And Gender Communication; title: Nonverbal Differences across Cultures; title: Gender Differences in Communication; title: Improving Interpersonal Communication; title: Getting Your Message Across; title: Active Listening; title: Improving Communication Throughout The Hierarchy; title: Workspace Design; title: Internet-Based Organizational Communication; title: Direct Communication with Top Management; title: Communicating Through The Grapevine; title: Grapevine Characteristics; title: Grapevine Benefits and Limitations; title: ch. 9 Power And Influence In The Workplace; title: The Meaning Of Power; title: Sources Of Power In Organizations; title: Legitimate Power; title: Reward Power; title: Coercive Power; title: Expert Power; title: Referent Power; title: Contingencies Of Power; title: Substitutability; title: Centrality; title: Visibility; title: Discretion; title: The Power Of Social Networks; title: Social Capital and Sources of Power; title: Gaining Power from Social Networks; title: Consequences Of Power; title: Influencing Others; title: Types of Influence Tactics; title: Consequences and Contingencies of Influence Tactics; title: Organizational Politics; title: Minimizing Organizational Politics; title: ch. 10 Managing Workplace Conflict; title: The Meaning And Consequences Of Conflict; title: Is Conflict Good or Bad?; title: The Emerging View: Constructive and Relationship Conflict; title: Conflict Process Model; title: Structural Sources Of Conflict In Organizations; title: Incompatible Goals; title: Differentiation; title: Interdependence; title: Scarce Resources; title: Ambiguous Rules; title: Communication Problems; title: Interpersonal Conflict Handling Styles; title: Choosing the Best Conflict Handling Style; title: Cultural and Gender Differences in Conflict Handling Styles; title: Structural Approaches To Conflict Management; title: Emphasizing Superordinate Goals; title: Reducing Differentiation; title: Improving Communication and Mutual Understanding; title: Reducing Task Interdependence; title: Increasing Resources; title: Clarifying Rules and Procedures; title: Third-Party Conflict Resolution; title: Choosing the Best Third-Party Intervention Strategy; title: Resolving Conflict Through Negotiation; title: Bargaining Zone Model of Negotiations; title: Strategies for Claiming Value; title: Strategies for Creating Value; title: Situational Influences on Negotiations; title: ch. 11 Leadership In Organizational Settings; title: What Is Leadership?; title: Shared Leadership; title: Competency Perspective Of Leadership; title: Authentic Leadership; title: Competency Perspective Limitations and Practical Implications; title: Behavioral Perspective Of Leadership; title: Choosing Task-versus People-Oriented Leadership; title: Servant Leadership; title: Contingency Perspective Of Leadership; title: Path-Goal Theory of Leadership; title: Other Contingency Theories; title: Leadership Substitutes; title: Transformational Perspective Of Leadership; title: Transformational versus Transactional Leadership; title: Transformational versus Charismatic Leadership; title: Elements of Transformational Leadership; title: Evaluating the Transformational Leadership Perspective; title: Implicit Leadership Perspective; title: Prototypes of Effective Leaders; title: The Romance of Leadership; title: Cross-Cultural And Gender Issues In Leadership; title: Gender and Leadership; title: pt. Four ORGANIZATIONAL PROCESSES; title: ch. 12 Designing Organizational Structures; title: Division Of Labor And Coordination; title: Division of Labor; title: Coordinating Work Activities; title: Elements Of Organizational Structure; title: Span of Control; title: Centralization and Decentralization; title: Formalization; title: Mechanistic versus Organic Structures; title: Forms Of Departmentalization; title: Simple Structure; title: Functional Structure; title: Divisional Structure; title: Team-Based Structure; title: Matrix Structure; title: Contingencies Of Organizational Design.; title: Note continued: External Environment; title: Organizational Size; title: Technology; title: Organizational Strategy; title: ch. 13 Organizational Culture; title: Elements Of Organizational Culture; title: Content of Organizational Culture; title: Organizational Subcultures; title: Deciphering Organizational Culture Through Artifacts; title: Organizational Stories and Legends; title: Rituals and Ceremonies; title: Organizational Language; title: Physical Structures and Symbols; title: Is Organizational Culture Important?; title: Contingencies of Organizational Culture and Effectiveness; title: Organizational Culture and Business Ethics; title: Merging Organizational Cultures; title: Bicultural Audit; title: Strategies for Merging Different Organizational Cultures; title: Changing And Strengthening Organizational Culture; title: Actions of Founders and Leaders; title: Aligning Artifacts; title: Introducing Culturally Consistent Rewards; title: Attracting, Selecting, and Socializing Employees; title: Organizational Socialization; title: Organizational Socialization as a Learning and Adjustment Process; title: Organizational Socialization and Psychological Contracts; title: Stages of Organizational Socialization; title: Improving the Socialization Process; title: ch. 14 Organizational Change; title: Lewin's Force Field Analysis Model; title: Understanding Resistance To Change; title: Employee Resistance as a Resource for Change; title: Why Employees Resist Change; title: Unfreezing, Changing, And Refreezing; title: Creating an Urgency for Change; title: Reducing the Restraining Forces; title: Refreezing the Desired Conditions; title: Leadership, Coalitions, And Pilot Projects; title: Transformational Leadership and Change; title: Coalitions, Social Networks, and Change; title: Pilot Projects and Diffusion of Change; title: Two Approaches To Organizational Change; title: Action Research Approach; title: Appreciative Inquiry Approach; title: Cross-Cultural And Ethical Issues In Organizational Change; title: Organizational Behavior: The Journey Continues.