Book description
Hitt's engaging book will help managers understand the linkage between managing behavior effectively and the organisation's ability to formulate and implement its strategy. It emphasises the relationship between management effectiveness and company performance. A case study on Whole Foods is integrated throughout the chapters and covers all major organisational behavior topics. It also underscores how people are important assets to organisations, and how application of their knowledge and skills is necessary for organisations to accomplish their goals. Managers will gain the skills to make a strategic impact within their organisations.
Table of contents
- Copyright
- about the authors
- preface
- OPENING CASE STUDY: WHOLE FOODS, Whole People
-
I. The Strategic Lens
-
1. A Strategic Approach to Organizational Behavior
- 1.1. exploring behavior in action: Strategic Use of Human Capital: A Key Element of Organizational Success
- 1.2. The Strategic Importance of Organizational Behavior
- 1.3. Basic Elements of Organizational Behavior
- 1.4. The Importance of Using a Strategic Lens
- 1.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Creating Innovation: Leading and Managing the Human Capital at Apple
- 1.6. The Role of Human Capital in Creating Competitive Advantage
- 1.7. MANAGERIAL ADVICE: Leveraging Human Capital with Twitter and Other Social Networking Tools: Managing the Tweets
- 1.8. Positive Organizational Behavior
- 1.9. High-Involvement Management
- 1.10. Organization of the Book
- 1.11. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Pixar: An Organization of Happy, Innovative People
- 1.12. What This Chapter Adds to Your Knowledge Portfolio
- 1.13. Back to the Knowledge Objectives
- 1.14. Key Terms
- 1.15. Human Resource Management Applications
- 1.16. Building Your Human Capital: Career Style Inventory
- 1.17. An Organizational Behavior Moment: All in a Day's Work
- 1.18. Team Exercise: McDonald's: A High-Involvement Organization?
- 1.19. Endnotes
-
2. Organizational Diversity
- 2.1. Exploring Behavior in Action: Diversity in the Los Angeles Fire Department
- 2.2. The Strategic Importance of Organizational Diversity
- 2.3. Diversity Defined
- 2.4. Forces of Change
- 2.5. Diversity Management and High-Involvement Organizations
- 2.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Diversity at the Top
- 2.7. Roadblocks to Diversity
- 2.8. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Women, Work, and Stereotypes
- 2.9. Effectively Creating and Managing Diversity
- 2.10. MANAGERIAL ADVICE: Promoting a Positive Diversity Environment
- 2.11. THE STRATEGIC LENS
- 2.12. What This Chapter Adds to Your Knowledge Portfolio
- 2.13. Back to the Knowledge Objectives
- 2.14. Thinking about Ethics
- 2.15. Key Terms
- 2.16. Human Resource Management Applications
- 2.17. Building Your Human Capital: What's Your DQ (Diversity Quotient)?
- 2.18. An Organizational Behavior Moment: Project "Blow Up"
- 2.19. Team Exercise: What Is It Like to Be Different?
- 2.20. Endnotes
-
3. Organizational Behavior in a Global Context
- 3.1. Exploring Behavior in Action: McDonald's Thinks Globally and Acts Locally
- 3.2. The Strategic Importance of Organizational Behavior in a Global Context
- 3.3. Forces of Globalization
- 3.4. MANAGERIAL ADVICE: Multinational Corporations Achieving Glocalization
- 3.5. The Globalization Experience for Associates and Managers
- 3.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: The Glass Ceiling, the Glass Floor, and the Glass Border: The Global Business Environment for Women
- 3.7. Opportunities for International Participation
- 3.8. High-Involvement Management in the International Context
- 3.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Managing Diverse Cultures
- 3.10. Ethics in the International Context
- 3.11. THE STRATEGIC LENS
- 3.12. What This Chapter Adds to Your Knowledge Portfolio
- 3.13. Back to the Knowledge Objectives
- 3.14. Thinking about Ethics
- 3.15. Key Terms
- 3.16. Human Resource Management Applications
- 3.17. Building Your Human Capital: Assessment of Openness for International Work
- 3.18. An Organizational Behavior Moment: Managing in a Foreign Land
- 3.19. Team Exercise: International Etiquette
- 3.20. Endnotes
-
1. A Strategic Approach to Organizational Behavior
- CASE STUDY: COOPERATING AND Communicating Across Cultures
-
II. Individual Processes
-
4. Learning and Perception
- 4.1. Exploring Behavior in Action: The Strategic Importance of Learning and Perception
- 4.2. MANAGERIAL ADVICE: Punishment Taken Too Far
- 4.3. Other Conditions for Learning
- 4.4. Training and Enhancing the Performance of Associates
- 4.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: "We Are Ladies and Gentlemen Serving Ladies and Gentlemen"
- 4.6. Perception
- 4.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Great Bear Wilderness Crash
- 4.8. THE STRATEGIC LENS
- 4.9. What This Chapter Adds to Your Knowledge Portfolio
- 4.10. Back to the Knowledge Objectives
- 4.11. Thinking about Ethics
- 4.12. Key Terms
- 4.13. Human Resource Management Applications
- 4.14. Building Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations
- 4.15. An Organizational Behavior Moment: It's Just a Matter of Timing
- 4.16. Team Exercise: Best Bet for Training
- 4.17. Endnotes
-
5. Personality, Intelligence, Attitudes, and Emotions
- 5.1. Exploring Behavior in Action: I Know She's Smart and Accomplished ... But Does She Have "Personality"?
- 5.2. The Strategic Importance of Personality, Intelligence, Attitudes, and Emotions
-
5.3. Fundamentals of Personality
- 5.3.1. Determinants of Personality Development
- 5.3.2. The Big Five Personality Traits
- 5.3.3. The Big Five as a Tool for Selecting New Associates and Managers
- 5.3.4. The Big Five and High-Involvement Management
- 5.3.5. Cognitive and Motivational Properties of Personality
- 5.3.6. Some Cautionary and Concluding Remarks
- 5.4. EXPERIENCING ORGANIZATIONAL BEHAVIOR: "I Have Ketchup in My Veins"
- 5.5. Attitudes
- 5.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Intelligence and Intelligence Testing in the National Football League
- 5.7. MANAGERIAL ADVICE: Job Satisfaction Takes a Dive!
- 5.8. Emotions
- 5.9. THE STRATEGIC LENS
- 5.10. What This Chapter Adds to Your Knowledge Portfolio
- 5.11. Back to the Knowledge Objectives
- 5.12. Thinking about Ethics
- 5.13. Key Terms
- 5.14. Human Resource Management Applications
- 5.15. Building Your Human Capital: Big Five Personality Assessment
- 5.16. An Organizational Behavior Moment: Whatever Is Necessary!
- 5.17. Team Exercise: Experiencing Emotional Labor
- 5.18. Endnotes
-
6. Work Motivation
- 6.1. Exploring Behavior in Action: Work Motivation at W.L. Gore & Associates
- 6.2. The Strategic Importance of Work Motivation
- 6.3. What Is Motivation?
- 6.4. Content Theories of Motivation
- 6.5. MANAGERIAL ADVICE: Managers over the Edge
- 6.6. Process Theories of Motivation
- 6.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Making Visible Changes
- 6.8. Motivating Associates: An Integration of Motivation Theories
- 6.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Connecting People in the Workplace
- 6.10. THE STRATEGIC LENS
- 6.11. What This Chapter Adds to Your Knowledge Portfolio
- 6.12. Back to the Knowledge Objectives
- 6.13. Thinking about Ethics
- 6.14. Key Terms
- 6.15. Human Resource Management Applications
- 6.16. Building Your Human Capital: Assessing Your Needs
- 6.17. An Organizational Behavior Moment: The Motivation of a Rhodes Scholar
- 6.18. Team Exercise: Workplace Needs and Gender
- 6.19. Endnotes
-
7. Stress And Well-Being
- 7.1. Exploring Behavior in Action: Striking for Stress at Verizon
- 7.2. The Strategic Importance of Workplace Stress
- 7.3. Workplace Stress Defined
- 7.4. Two Models of Workplace Stress
- 7.5. Organizational and Work-Related Stressors
- 7.6. MANAGERIAL ADVICE: Restoring and Maintaining Work–Life Balance
- 7.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Incivility on the Job: The Cost of Being Nasty
- 7.8. Individual Influences on Experiencing Stress
- 7.9. Individual and Organizational Consequences of Stress
- 7.10. Managing Workplace Stress
- 7.11. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Incentives for Participating in Wellness Programs
- 7.12. THE STRATEGIC LENS
- 7.13. What This Chapter Adds to Your Knowledge Portfolio
- 7.14. Back to the Knowledge Objectives
- 7.15. Thinking about Ethics
- 7.16. Key Terms
- 7.17. Human Resource Management Applications
- 7.18. Building Your Human Capital: How Well Do You Handle Stress?
- 7.19. An Organizational Behavior Moment: Friend or Associate?
- 7.20. Team Exercise: Dealing with Stress
- 7.21. Endnotes
-
4. Learning and Perception
- CASE STUDY: BRUSSELS AND Bradshaw
-
III. groups, teams, and social processes
-
8. Leadership
- 8.1. Exploring Behavior in Action: Maria Yee and the Green Furniture Revolution
- 8.2. The Strategic Importance of Leadership
- 8.3. The Nature of Leadership
- 8.4. Trait Theory of Leadership
- 8.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Reforming a Rotten Apple and an Evil City
- 8.6. Behavioral Theories of Leadership
- 8.7. Contingency Theories of Leadership
- 8.8. MANAGERIAL ADVICE: Phil Jackson and Leadership Success
- 8.9. Transformational Leadership
- 8.10. Additional Topics of Current Relevance
- 8.11. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Ethical Leadership? Authentic Leadership!
- 8.12. THE STRATEGIC LENS
- 8.13. What This Chapter Adds to Your Knowledge Portfolio
- 8.14. Back to the Knowledge Objectives
- 8.15. Thinking about Ethics
- 8.16. Key Terms
- 8.17. Human Resource Management Applications
- 8.18. Building Your Human Capital: Are You a Transformational Leader?
- 8.19. An Organizational Behavior Moment: The Two Presidents
- 8.20. Team Exercise: Coping with People Problems
- 8.21. Endnotes
-
9. Communication
- 9.1. Exploring Behavior in Action: IBM and Virtual Social Worlds
- 9.2. The Strategic Importance of Communication
- 9.3. The Communication Process
- 9.4. Organizational Communication
- 9.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Communication at J. Crew: Mickey Drexler
- 9.6. Interpersonal Communication
- 9.7. MANAGERIAL ADVICE: Surfing for Applicants
- 9.8. Barriers to Effective Communication
- 9.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Communication Casualties
- 9.10. Overcoming Communication Barriers
- 9.11. THE STRATEGIC LENS
- 9.12. What This Chapter Adds to Your Knowledge Portfolio
- 9.13. Back to the Knowledge Objectives
- 9.14. Thinking about Ethics
- 9.15. Key Terms
- 9.16. Human Resource Management Applications
- 9.17. Building Your Human Capital: Presentation Dos and Don'ts
- 9.18. An Organizational Behavior Moment: Going North
- 9.19. Team Exercise: Communication Barriers
- 9.20. Endnotes
-
10. Decision Making by Individuals and Groups
- 10.1. Exploring Behavior in Action: Dawn Ostroff's Decision Making at the CW Television Network
- 10.2. The Strategic Importance of Decision Making
- 10.3. Fundamentals of Decision Making
- 10.4. Individual Decision Making
- 10.5. MANAGERIAL ADVICE: Nurturing Alternative Decision Styles
- 10.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Anger and Fear in Recent U.S. Elections
- 10.7. Group Decision Making
- 10.8. Who Should Decide? Individual versus Group Decision Making
- 10.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: The Vroom–Yetton Model and Military Decisions during the U.S. Civil War
- 10.10. What This Chapter Adds to Your Knowledge Portfolio
- 10.11. THE STRATEGIC LENS
- 10.12. Back to the Knowledge Objectives
- 10.13. Thinking about Ethics
- 10.14. Key Terms
- 10.15. Human Resource Management Applications
- 10.16. Building Your Human Capital: Decision Style Assessment
- 10.17. An Organizational Behavior Moment: Decision Making at a Nuclear Power Facility
- 10.18. Team Exercise: Group Decision Making in Practice
- 10.19. Endnotes
-
11. Groups and Teams
- 11.1. Exploring Behavior in Action: Teamwork at Starbucks
- 11.2. The Strategic Importance of Groups and Teams
- 11.3. The Nature of Groups and Teams
- 11.4. Team Effectiveness
- 11.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Teams at McKinsey & Company
- 11.6. Factors Affecting Team Effectiveness
- 11.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Backup at Cirque Du Soleil
- 11.8. Team Development
- 11.9. Managing for Effective Teams
- 11.10. MANAGERIAL ADVICE: The Pros and Cons of Experiential Teambuilding
- 11.11. THE STRATEGIC LENS
- 11.12. What This Chapter Adds to Your Knowledge Portfolio
- 11.13. Back to the Knowledge Objectives
- 11.14. Thinking about Ethics
- 11.15. Key Terms
- 11.16. Human Resource Management Applications
- 11.17. Building Your Human Capital: Do You Have a Team?
- 11.18. An Organizational Behavior Moment: The New Quota
- 11.19. Team Exercise: Virtual versus Real Teams
- 11.20. Endnotes
-
12. Conflict, Negotiation, Power, and Politics
- 12.1. Exploring Behavior in Action: Green Conflict
- 12.2. The Strategic Importance of Conflict, Negotiation, Power, and Politics
- 12.3. The Nature of Conflict
- 12.4. Causes of Conflict
- 12.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Herman Miller, Designing for Teamwork
- 12.6. Conflict Escalation and Outcomes
- 12.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Workplace Aggression
- 12.8. Negotiation
- 12.9. MANAGERIAL ADVICE: A Costly Conflict Resolution: The Importance of Negotiation
- 12.10. Power
- 12.11. Organizational Politics
- 12.12. THE STRATEGIC LENS
- 12.13. What This Chapter Adds to Your Knowledge Portfolio
- 12.14. Back to the Knowledge Objectives
- 12.15. Thinking about Ethics
- 12.16. Key Terms
- 12.17. Human Resource Management Applications
- 12.18. Building Your Human Capital: Are You Ready to Manage with Power?
- 12.19. An Organizational Behavior Moment: The Making of the Brooklyn Bluebirds
- 12.20. Team Exercise: Managing Conflict
- 12.21. Endnotes
-
8. Leadership
- CASE STUDY: BRIGHT AND DEDICATED: What More Do You Want?
-
IV. The Organizational Context
-
13. Organizational Structure and Culture
- 13.1. Exploring Behavior in Action: Growth and Structure Provide an Integrated Portfolio of Services at FedEx
- 13.2. The Strategic Importance of Organizational Structure and Culture
- 13.3. Fundamental Elements of Organizational Structure
- 13.4. Factors Affecting Organizational Structure
- 13.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: IDEO and the Differentiation Strategy
- 13.6. Organizational Culture
- 13.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Google Culture Attracts High-Quality Associates
- 13.8. MANAGERIAL ADVICE: Finding a Fit at Home Depot
- 13.9. Person–Organization Fit
- 13.10. THE STRATEGIC LENS
- 13.11. What This Chapter Adds to Your Knowledge Portfolio
- 13.12. Back to the Knowledge Objectives
- 13.13. Thinking about Ethics
- 13.14. Key Terms
- 13.15. Human Resource Management Applications
- 13.16. Building Your Human Capital: An Assessment of Creativity
- 13.17. An Organizational Behavior Moment: How Effective Is Hillwood Medical Center?
-
13.18. Team Exercise: Words-in-Sentences Company
-
13.18.1.
- 13.18.1.1. Step 1: 5 Minutes
- 13.18.1.2. Step 2: 10 Minutes
- 13.18.1.3. Step 3: 15 Minutes
- 13.18.1.4. Step 4: 10 Minutes—Production Run 1
- 13.18.1.5. Step 5: 10 Minutes
- 13.18.1.6. Step 6: 5 Minutes
- 13.18.1.7. Step 7: 10 Minutes—Production Run 2
- 13.18.1.8. Step 8: 10 Minutes
- 13.18.1.9. Step 9: 10 Minutes
-
13.18.1.
- 13.19. Endnotes
-
14. Organizational Change and Development
- 14.1. Exploring Behavior in Action: Reinventing the Dream at Starbucks
- 14.2. The Strategic Importance of Organizational Change and Development
- 14.3. Pressures for Organizational Change
- 14.4. MANAGERIAL ADVICE: Social Pressures for "Green" Policies and Practices: The War against Carbon Emissions
- 14.5. Planned Change
- 14.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: The Radical Transformation of Novartis
- 14.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Transforming Cisco into a Recession-Proof Growth Machine
- 14.8. Organization Development
- 14.9. THE STRATEGIC LENS
- 14.10. What This Chapter Adds to Your Knowledge Portfolio
- 14.11. Back to the Knowledge Objectives
- 14.12. Thinking about Ethics
- 14.13. Key Terms
- 14.14. Human Resource Management Applications
- 14.15. Building Your Human Capital: An Assessment of Low Tolerance for Change
- 14.16. An Organizational Behavior Moment: Organization Development at KBTZ
- 14.17. Team Exercise: Identifying Change Pressures and Their Effects
- 14.18. Endnotes
-
13. Organizational Structure and Culture
-
CASE STUDY: A SEA CHANGE IN STAFFING AT Leapfrog Innovations, Inc.
- THE TEAM BUILDING AND LEADERSHIP TRAINING INDUSTRY
- LEAPFROG INNOVATIONS, INC.
- LEAPFROG'S REMAINING FOUNDER: DICK EATON
- THE EMERGENCE OF DIFFERENTIATED ROLES AT LEAPFROG
- CHANGES AND GROWTH IN STAFFING, SERVICES, AND WORK ROLES
- UNCERTAIN FUTURE OF LFI
- NOTE
- APPENDIX 1: OVERVIEW OF PROGRAMS OFFERED BY LEAPFROG INNOVATIONS, INC.
- CORPORATE CULTURE BUILDING
- LEADERSHIP DEVELOPMENT SIMULATIONS
- MULTI-PHASED, IMPROVEMENT INITIATIVES
- APPENDIX 2: LEAPFROG'S SERVICE MODEL
- APPENDIX 3: FULL-TIME EMPLOYEE TENURE AT LEAPFROG
- CONCLUDING CASE STUDY: CENTURION MEDIA: Doing the Right Thing
- Glossary
Product information
- Title: Organizational Behavior, Third Edition
- Author(s):
- Release date: October 2010
- Publisher(s): Wiley
- ISBN: 9780470528532
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