book

Organizational Behavior, 12th Edition

by John R. Schermerhorn Jr., Richard N. Osborn, Mary Uhl-Bien, James G. Hunt

November 2011

Beginner to intermediate

658 pages

26h 47m

English

Wiley

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Dr. John R. Schermerhorn, Jr.Dr. James G. (Jerry) HuntDr. Richard N. OsbornDr. Mary Uhl-Bien
ContentEthics FocusLeadership FocusResearch FocusApplications FocusPedagogyThe OB Skills WorkbookNew Student and Instructor SupportVideos and Video Teaching GuideWileyPLUS
Cases for Critical ThinkingExperiential Exercises and Self-Assessment Inventories

Introducing Organizational BehaviorOrganizations as Work SettingsManagement and LeadershipLearning about Organizational Behavior1 study guide
Individual DifferencesPersonalityPersonality and StressValuesDiversity2 study guide
Understanding Emotions and MoodsHow Emotions and Moods Influence BehaviorHow Attitudes Influence BehaviorJob Satisfaction and Its ImportanceJob Satisfaction Trends3 study guide
The Perception ProcessCommon Perceptual DistortionsPerception, Attribution, and Social LearningLearning by Reinforcement4 study guideSelf-Test 4
What Is Motivation?Needs Theories of MotivationAcquired Needs TheoryEquity Theory of MotivationExpectancy Theory of MotivationGoal-Setting Theory of Motivation5 study guideNext Steps
Motivation and RewardsAlternative Work Schedules6 study guideTerms to KnowSelf-Test 6Next Steps
Teams in OrganizationsTeam EffectivenessStages of Team DevelopmentUnderstanding Teams at Work7 study guide
High-Performance TeamsImproving Team ProcessesImproving Team CommunicationsImproving Team Decisions8 study guide
The Decision-Making ProcessDecision-Making ModelsDecision-Making Traps and IssuesCreativity in Decision Making9 study guide
Conflict in OrganizationsConflict ManagementNegotiationNegotiation Strategies10 study guide
The Nature of CommunicationInterpersonal CommunicationOrganizational CommunicationCollaborative Work Environments11 study guideTerms to KnowSelf-Test 11Next Steps
Power and InfluenceInterdependence, Legitimacy, and PowerObedienceAcceptance of Authority and the Zone of IndifferenceSources of Power and InfluenceEmpowermentOrganizational Politics12 study guide
LeadershipSituational Contingency LeadershipFollower-Centered ApproachesInspirational and Relational Leadership Perspectives13 study guide
Moral LeadershipShared LeadershipLeadership across CulturesLeading Organizational Change14 study guide
Organizational CultureFunctions of Organizational CultureUnderstanding Organizational CulturesInnovation in OrganizationsManaging Organizational Culture and Innovation15 study guide
Organizational GoalsHierarchy and ControlOrganizing and Coordinating WorkBureaucracy and Beyond16 study guide
Strategy and Organizational LearningStrategy and Organizational DesignTechnology and Organizational DesignEnvironment and Organizational DesignStrategic Leadership of the Whole Organization17 study guide
1 Leadership: What People Do When They're Leading2 Questions Frequently Asked About the Student LPI3 Recording Your Scores4 Interpreting Your Scores5 Summary and Action-Planning Worksheets
Self-Test 1Self-Test 2Self-Test 3Self-Test 4Self-Test 5Self-Test 6Self-Test 7Self-Test 8Self-Test 9Self-Test 10Self-Test 11Self-Test 12Self-Test 13Self-Test 14Self-Test 15Self-Test 16Self-Test 17
CHAPTER 1CHAPTER 2CHAPTER 3FEATURES AND MARGIN PHOTOSCHAPTER 4CHAPTER 5CHAPTER 6ENDNOTESCHAPTER 7CHAPTER 8CHAPTER 9CHAPTER 10CHAPTER 11CHAPTER 12CHAPTER 13CHAPTER 14CHAPTER 15CHAPTER 16CHAPTER 17

Content preview from Organizational Behavior, 12th Edition

The Tonight Show: Things Don't Always Go as Planned

The peacock was feeling the heat.

Affiliate station owners were grumbling to NBC that The Jay Leno Show, the comedian's new prime-time project after passing the Tonight Show torch to Conan O'Brien, was bad for ratings and would turn off viewers. Even worse, Leno's show wasn't on the air yet.

High-ranking NBC exec Jeff Zucker, having earlier turned around The Today Show, offered a deal. Leno takes Conan's slot but is shortened to 30 minutes. Conan keeps The Tonight Show but moves to midnight.

The deal: It came together like an “after-school special on the Don'ts of leadership transitions,” noted HR consultant J.P. Elliot.^a The result: A PR nightmare dubbed The Jaypocalypse. Public trash-talking by all parties. And the defection of a serious chunk of viewers with strong brand loyalty and purchasing power.

“So what does NBC do? If you are making buggy whips and no one is buying buggies anymore, do you keep making buggy whips?”

–Jay Leno.^b

Only one day after the deal was announced, Conan released his earnest “People of Earth” statement, quickly winning fans, a visible majority of fellow comedians, and, seemingly, almost everyone on Twitter. In contrast, Leno often appeared befuddled in interviews, with only Jerry Seinfeld and Oprah supporting him in the press.

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