book

Organizational Behavior, 17e

Name: Organizational Behavior, 17e
ISBN: 9780134103983

by Stephen P. Robbins, Timothy A. Judge

January 2016

Intermediate to advanced

480 pages

130h 6m

English

Pearson

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MyManagementLab®: Improves Student Engagement Before, During, and After Class
Organizational Behavior
Organizational Behavior
Brief Contents
Contents
About the Authors
EducationProfessional ExperienceOther InterestsEducationProfessional ExperienceOther Interests
Preface
Key Changes to the Seventeenth EditionChapter-by-Chapter ChangesInstructor Resources
Part 1 Introduction
1 What Is Organizational Behavior?Learning Objectives
The Importance of Interpersonal Skills
Management and Organizational Behavior
Management RolesManagement SkillsEffective versus Successful Managerial Activities

Complementing Intuition with Systematic Study
Big Data
Disciplines That Contribute to the OB Field
PsychologySocial PsychologySociologyAnthropology
There Are Few Absolutes in OB
Challenges and Opportunities for OB
Economic PressuresContinuing GlobalizationWorkforce DemographicsWorkforce DiversityCustomer ServicePeople SkillsNetworked OrganizationsSocial MediaEmployee Well-Being at WorkPositive Work EnvironmentEthical Behavior
Coming Attractions: Developing an OB Model
An OverviewInputsProcessesOutcomes
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Managing the OB WayEthical Dilemma There’s a Drone in Your SoupQuestionsCase Incident 1 Apple Goes GlobalQuestionsCase Incident 2 Big Data for DummiesQuestionsMyManagementLabEndnotes
Part 2 The Individual
2 Diversity in OrganizationsLearning Objectives
Diversity
Demographic CharacteristicsLevels of Diversity
Discrimination
Stereotype ThreatDiscrimination in the Workplace
Biographical Characteristics
AgeSexRace and EthnicityDisabilitiesHidden Disabilities
Other Differentiating Characteristics
TenureReligionSexual Orientation and Gender IdentityCultural Identity
Ability
Intellectual AbilitiesPhysical Abilities
Implementing Diversity Management Strategies
Attracting, Selecting, Developing, and Retaining Diverse EmployeesDiversity in GroupsEffective Diversity Programs
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise DifferencesEthical Dilemma Getting More Women on BoardQuestionsCase Incident 1 Walking the WalkQuestionsCase Incident 2 The Encore CareerQuestionsMyManagementLabEndnotes
3 Attitudes and Job Satisfaction
Learning Objectives
Attitudes
Attitudes and Behavior
Job Attitudes
Job Satisfaction and Job InvolvementOrganizational CommitmentPerceived Organizational SupportEmployee EngagementAre These Job Attitudes Really All That Distinct?
Job Satisfaction
Measuring Job SatisfactionHow Satisfied Are People in Their Jobs?
What Causes Job Satisfaction?
Job ConditionsPersonality Personal Inventory Assessments Core Self Evaluation (CSE) ScalePayCorporate Social Responsibility (CSR)
Outcomes of Job Satisfaction
Job PerformanceOrganizational Citizenship Behavior (OCB)Customer SatisfactionLife Satisfaction
The Impact of Job Dissatisfaction
Counterproductive Work Behavior (CWB)Managers Often “Don’t Get It”
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise What Satisfies You about Your Dream Job?QuestionsEthical Dilemma Tell-All WebsitesQuestionsCase Incident 1 The Pursuit of Happiness: FlexibilityQuestionsCase Incident 2 Job CraftingQuestionsMyManagementLabEndnotes
4 Emotions and Moods
Learning Objectives
What Are Emotions and Moods?
The Basic EmotionsMoral EmotionsThe Basic Moods: Positive and Negative AffectExperiencing Moods and EmotionsThe Function of Emotions
Sources of Emotions and Moods
PersonalityTime of DayDay of the WeekWeatherStressSocial ActivitiesSleepExerciseAgeSex
Emotional Labor
Affective Events Theory
Emotional Intelligence
Emotion Regulation
Emotion Regulation Influences and OutcomesEmotion Regulation TechniquesEthics of Emotion Regulation
OB Applications of Emotions and Moods
SelectionDecision MakingCreativityMotivationLeadershipNegotiationCustomer ServiceJob AttitudesDeviant Workplace BehaviorsSafety and Injury at Work
Summary
Implications for Managers
Chapter Review
Questions For ReviewExperiential Exercise The Happiness TestEthical Dilemma Data Mining EmotionsQuestionsCase Incident 1 CrybabiesQuestionsCase Incident 2 Tall Poppy SyndromeQuestionsMyManagementLabEndnotes
5 Personality and Values
Learning Objectives
Personality
What Is Personality?
Personality Frameworks
The Myers-Briggs Type IndicatorThe Big Five Personality ModelThe Dark Triad
Other Personality Attributes Relevant to OB
Core Self-Evaluations (CSEs)Self-MonitoringProactive Personality
Personality and Situations
Situation Strength TheoryTrait Activation Theory
Values
The Importance and Organization of ValuesTerminal versus Instrumental ValuesGenerational Values
Linking an Individual’s Personality and Values to the Workplace
Person–Job FitPerson–Organization FitOther Dimensions of Fit
Cultural Values
Hofstede’s FrameworkThe GLOBE FrameworkComparison of Hofstede’s Framework and the GLOBE Framework
Summary
Implications for Managers
Chapter Review
Questions For ReviewExperiential Exercise Your Best SelfQuestions for class discussion:Ethical Dilemma Millennial Job HoppingQuestionsCase Incident 1 On the Costs of Being NiceQuestionsCase Incident 2 The Power of QuietQuestionsMyManagementLabEndnotes
6 Perception and Individual Decision Making
Learning Objectives
What Is Perception?
Factors That Influence Perception
Person Perception: Making Judgments About Others
Attribution TheoryCommon Shortcuts in Judging OthersSpecific Applications of Shortcuts in Organizations
The Link Between Perception and Individual Decision Making
Decision Making in Organizations
The Rational Model, Bounded Rationality, and IntuitionCommon Biases and Errors in Decision Making
Influences on Decision Making: Individual Differences and Organizational Constraints
Individual DifferencesOrganizational Constraints
What About Ethics in Decision Making?
Three Ethical Decision CriteriaLying
Creativity, Creative Decision Making, and Innovation in Organizations
Creative BehaviorCauses of Creative BehaviorCreative Outcomes (Innovation)
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Good Liars and Bad LiarsEthical Dilemma Cheating Is a DecisionQuestionsCase Incident 1 Too Much of a Good ThingQuestionsCase Incident 2 The Youngest BillionaireQuestionsMyManagementLabEndnotes
7 Motivation Concepts
Learning Objectives
Motivation and Early Theories
Early Theories of Motivation
Hierarchy of Needs TheoryTwo-Factor TheoryMcClelland’s Theory of Needs
Contemporary Theories of Motivation
Self-Determination TheoryGoal-Setting Theory
Other Contemporary Theories of Motivation
Self-Efficacy TheoryReinforcement TheoryEquity Theory/Organizational JusticeExpectancy Theory
Job Engagement
Integrating Contemporary Theories of Motivation
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Organizational Justice TaskEthical Dilemma The New GPAQuestionsCase Incident 1 The Demotivation of CEO PayQuestionsCase Incident 2 The Sleepiness EpidemicQuestionsEndnotes
8 Motivation: From Concepts to Applications
Learning Objectives
Motivating by Job Design: The Job Characteristics Model
The Job Characteristics Model
Job Redesign
Job RotationRelational Job Design
Alternative Work Arrangements
FlextimeJob SharingTelecommuting
Employee Involvement and Participation
Examples of Employee Involvement Programs
Using Rewards to Motivate Employees
What to Pay: Establishing a Pay StructureHow to Pay: Rewarding Individual Employees through Variable-Pay Programs
Using Benefits to Motivate Employees
Flexible Benefits: Developing a Benefits Package
Using Intrinsic Rewards to Motivate Employees
Employee Recognition Programs
Summary
Implications for Managers
Chapter Review
Questions For ReviewExperiential Exercise Occupations and the Job Characteristics ModelEthical Dilemma Inmates for HireQuestionsCase Incident 1 Motivation for LeisureQuestionsCase Incident 2 Pay Raises Every DayQuestionsMyManagementLabEndnotes
Part 3 The Group
9 Foundations of Group BehaviorLearning Objectives
Defining and Classifying Groups
Social IdentityIngroups and OutgroupsSocial Identity Threat
Stages of Group Development
Group Property 1: Roles
Role PerceptionRole ExpectationsRole ConflictRole Play and Assimilation
Group Property 2: Norms
Norms and EmotionsNorms and ConformityNorms and BehaviorPositive Norms and Group OutcomesNegative Norms and Group OutcomesNorms and Culture
Group Property 3: Status, and Group Property 4: Size and Dynamics
Group Property 3: StatusGroup Property 4: Size and Dynamics
Group Property 5: Cohesiveness, and Group Property 6: Diversity
Group Property 5: CohesivenessGroup Property 6: Diversity
Group Decision Making
Groups versus the IndividualGroupthink and GroupshiftGroup Decision-Making Techniques
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Surviving the Wild: Join a Group or Go It Alone?Your TaskGroup TaskScoring Your AnswersDiscussion QuestionsEthical Dilemma Is Social Loafing Unethical?QuestionsCase Incident 1 The Calamities of ConsensusQuestionsCase Incident 2 Intragroup Trust and SurvivalQuestionsEndnotes
10 Understanding Work Teams
Learning Objectives
Why Have Teams Become So Popular?
Differences Between Groups and Teams
Types of Teams
Problem-Solving TeamsSelf-Managed Work TeamsCross-Functional TeamsVirtual TeamsMultiteam Systems
Creating Effective Teams
Team Context: What Factors Determine Whether Teams Are Successful?Team CompositionTeam Processes
Turning Individuals into Team Players
Selecting: Hiring Team PlayersTraining: Creating Team PlayersRewarding: Providing Incentives to Be a Good Team Player
Beware! Teams Aren’t Always the Answer
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Composing the “Perfect” TeamEthical Dilemma The Sum of the Team Is Less Than Its MembersQuestionsCase Incident 1 Tongue-Tied in TeamsQuestionsCase Incident 2 Smart Teams and Dumb TeamsQuestionsEndnotes
11 Communication
Learning Objectives
Functions of Communication
Direction of Communication
Downward CommunicationUpward CommunicationLateral CommunicationFormal Small-Group NetworksThe Grapevine
Modes of Communication
Oral CommunicationWritten CommunicationNonverbal Communication
Choice of Communication Channel
Channel RichnessChoosing Communication MethodsInformation Security
Persuasive Communication
Automatic and Controlled Processing
Barriers to Effective Communication
FilteringSelective PerceptionInformation OverloadEmotionsLanguageSilenceCommunication ApprehensionLying
Cultural Factors
Cultural BarriersCultural ContextA Cultural Guide
Summary
Implications for Managers
Chapter Review
Questions For ReviewExperiential Exercise An Absence of Nonverbal CommunicationEthical Dilemma BYODQuestionsCase Incident 1 Organizational Leveraging of Social MediaQuestionsCase Incident 2 PowerPoint PurgatoryQuestionsMyManagementLabEndnotes
12 Leadership
Learning Objectives
Trait Theories
Behavioral Theories
Summary of Trait Theories and Behavioral Theories
Contingency Theories
The Fiedler ModelSituational Leadership TheoryPath–Goal TheoryLeader–Participation Model
Contemporary Theories of Leadership
Leader–Member Exchange (LMX) TheoryCharismatic LeadershipTransactional and Transformational Leadership
Responsible Leadership
Authentic LeadershipEthical LeadershipServant Leadership
Positive Leadership
TrustMentoring
Challenges to Our Understanding of Leadership
Leadership as an AttributionSubstitutes for and Neutralizers of LeadershipOnline LeadershipSelecting LeadersTraining Leaders
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise What Is Leadership?Ethical Dilemma Smoking SuccessQuestionsCase Incident 1 Leadership Mettle Forged in BattleQuestionsCase Incident 2 Leadership by AlgorithmQuestionsMyManagementLabEndnotes
13 Power and Politics
Learning Objectives
Power and Leadership
Bases of Power
Formal PowerPersonal PowerWhich Bases of Power Are Most Effective?
Dependence: The Key to Power
The General Dependence PostulateWhat Creates Dependence?Social Network Analysis: A Tool for Assessing Resources
Power Tactics
Using Power TacticsCultural Preferences for Power TacticsApplying Power Tactics
How Power Affects People
Power VariablesSexual Harassment: Unequal Power in the Workplace
Politics: Power in Action
Definition of Organizational PoliticsThe Reality of Politics
Causes and Consequences of Political Behavior
Factors Contributing to Political BehaviorHow Do People Respond to Organizational Politics?Impression ManagementThe Ethics of Behaving PoliticallyMapping Your Political Career
Summary
Implications for Managers
Chapter Review
Questions For ReviewExperiential Exercise Comparing Influence TacticsEthical Dilemma How Much Should You Defer to Those in Power?QuestionsCase Incident 1 The Powerful Take AllQuestionsCase Incident 2 Barry’s Peer Becomes His BossQuestionsMyManagementLabEndnotes
Part 4 Organizational Behavior
14 Conflict and NegotiationLearning Objectives
A Definition of Conflict
Types of ConflictLoci of Conflict
The Conflict Process
Stage I: Potential Opposition or IncompatibilityStage II: Cognition and PersonalizationStage III: IntentionsStage IV: BehaviorStage V: Outcomes
Negotiation
Bargaining Strategies
The Negotiation Process
Individual Differences in Negotiation Effectiveness
Negotiating in a Social Context
Third-Party Negotiations
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise A Negotiation Role-PlayThe CaseMarketing Group Specific Information (only the marketing manager should read this)Engineering Group Specific Information (only the engineering manager should read this)Contested Resources ScenarioCombined Future ScenarioThe NegotiationDebriefingEthical Dilemma The Lowball ApplicantQuestionsCase Incident 1 Disorderly ConductQuestionsCase Incident 2 Twinkies, Rubber Rooms, and Collective BargainingQuestionsMyManagementLabEndnotes
15 Foundations of Organization Structure
Learning Objectives
What Is Organizational Structure?
Work SpecializationDepartmentalizationChain of CommandSpan of ControlCentralization and DecentralizationFormalizationBoundary Spanning
Common Organizational Frameworks and Structures
The Simple StructureThe BureaucracyThe Matrix Structure
Alternate Design Options
The Virtual StructureThe Team StructureThe Circular Structure
The Leaner Organization: Downsizing
Why Do Structures Differ?
Organizational StrategiesOrganization SizeTechnologyEnvironmentInstitutions
Organizational Designs and Employee Behavior
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise The Sandwich ShopA Simple StructureA BureaucracyA Virtual StructureDebriefingEthical Dilemma Post-Millennium Tensions in the Flexible OrganizationQuestionsCase Incident 1 Creative Deviance: Bucking the Hierarchy?QuestionsCase Incident 2 Boeing Dreamliner: Engineering Nightmare or Organizational Disaster?QuestionsMyManagementLabEndnotes
16 Organizational Culture
Learning Objectives
What Is Organizational Culture?
A Definition of Organizational CultureCulture Is a Descriptive TermDo Organizations Have Uniform Cultures?Strong versus Weak CulturesCulture versus Formalization
What Do Cultures Do?
The Functions of CultureCulture Creates ClimateThe Ethical Dimension of CultureCulture and SustainabilityCulture and InnovationCulture as an AssetCulture as a Liability
Creating and Sustaining Culture
How a Culture BeginsKeeping a Culture AliveSummary: How Organizational Cultures Form
How Employees Learn Culture
StoriesRitualsSymbolsLanguage
Influencing an Organizational Culture
An Ethical CultureA Positive CultureA Spiritual Culture
The Global Context
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Greeting NewcomersDesign a ProgramEthical Dilemma Culture of DeceitQuestionsCase Incident 1 The Place Makes the PeopleQuestionsCase Incident 2 Active CulturesQuestionsEndnotes
17 Human Resource Policies and Practices
Learning Objectives
Recruitment Practices
Selection Practices
How the Selection Process WorksInitial Selection
Substantive and Contingent Selection
Written TestsPerformance-Simulation TestsInterviewsContingent Selection Tests
Training and Development Programs
Types of TrainingTraining MethodsEvaluating Effectiveness
Performance Evaluation
What Is Performance?Purposes of Performance EvaluationWhat Do We Evaluate?Who Should Do the Evaluating?Methods of Performance EvaluationImproving Performance EvaluationsProviding Performance FeedbackInternational Variations in Performance Appraisal
The Leadership Role of HR
Communicating HR PracticesDesigning and Administering Benefit ProgramsDrafting and Enforcing Employment PoliciesManaging Work–Life ConflictsMediations, Terminations, and Layoffs
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Designing an Effective Structured Job InterviewClass discussionEthical Dilemma Are On-Demand Workers Really Employees?QuestionsCase Incident 1 Getting a Foot in the Door?QuestionsCase Incident 2 You May Be Supporting SlaveryQuestionsEndnotes
18 Organizational Change and Stress Management
Learning Objectives
Change
Forces for ChangePlanned Change
Resistance to Change
Overcoming Resistance to ChangeThe Politics of Change
Approaches to Managing Organizational Change
Lewin’s Three-Step ModelKotter’s Eight-Step PlanAction ResearchOrganizational Development
Creating a Culture for Change
Managing ParadoxStimulating a Culture of InnovationCreating a Learning OrganizationOrganizational Change and Stress
Stress at Work
What Is Stress?Potential Sources of Stress at WorkIndividual DifferencesCultural Differences
Consequences of Stress at Work
Physiological SymptomsPsychological SymptomsBehavioral Symptoms
Managing Stress
Individual ApproachesOrganizational Approaches
Summary
Implications for Managers
Chapter Review
Questions for ReviewExperiential Exercise Mindfulness at WorkThe ProcedureEthical Dilemma All Present and Accounted ForQuestionsCase Incident 1 Sprucing Up WalmartQuestionsCase Incident 2 When Companies Fail to ChangeQuestionsMyManagementLabEndnotes
Appendix Research in Organizational Behavior
Purposes of Research
Research Terminology
VariableHypothesisDependent VariableIndependent VariableModerating VariableCausalityCorrelation CoefficientTheory
Evaluating Research
Research Design
Case StudyField SurveyLaboratory ExperimentField ExperimentAggregate Quantitative Reviews
Ethics in Research
Summary
Endnotes
Comprehensive Cases
Glossary
Name Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Organization Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Subject Index
A
B
C
D
E
F
G
H
I
J
L
M
N
O
P
Q
R
S
T
U
V
W
Y
Z

Content preview from Organizational Behavior, 17e

Integrating Contemporary Theories of Motivation

6 Describe how the contemporary theories of motivation complement one another.

Our job might be simpler if, after presenting a half dozen theories, we could say only one was found valid. But many of the theories in this chapter are complementary. We now tie them together to help you understand their interrelationships.

Exhibit 7-9 integrates much of what we know about motivation. Its basic foundation is the expectancy model that was shown in Exhibit 7-8. Let’s walk through Exhibit 7-9. (We will look at job design closely in Chapter 8.)

A diagram presents an integration of contemporary theories of motivation

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Organizational Behavior, 17e

by Stephen P. Robbins, Timothy A. Judge

Integrating Contemporary Theories of Motivation

Exhibit 7-9

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More than 5,000 organizations count on O’Reilly

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