Book description
Unlike any other OB textbook in the market, Neubert, Organizational Behavior empowers students to look at OB through two "lenses:" the traditional, core concepts that focus on how to make a company profitable, and the collaboration, creativity, and ethical decision making that lead to developing sustainable businesses. By inviting students to compare and contrast short-term profitability and long-term sustainability, Organizational Behavior helps students build the critical thinking skills needed to positively affect organizations, people, and communities.
Accompanying Neubert/Dyck, Organizational Behavior is WileyPLUS, a research-based, online environment for effective teaching and learning. This online learning system provides students with a variety of study tools, a complete e-text and practice quizzes with instant feedback. For instructors, WileyPLUS offers automatically graded assignments or tests and a gradebook for monitoring student progress. Available in or outside of the Blackboard Learning Environment, WileyPLUS resources help reach all types of learners and give instructors the tools they need to enhance course material.
WileyPLUS sold separately from text.
Table of contents
- Cover Page
- Title Page
- Copyright
- Dedication
- About the Authors
- Preface
- Acknowledgments
- Brief Contents
- Contents
-
Chapter One: Putting People First
- OPENING CASE: Built to Serve
- Why Study Organizational Behavior?
- What Is Effective Organizational Behavior: Two Approaches
- Organizational Behavior and Management
- What You Will Explore in This Book
- CLOSING CASE: The Forest and the Trees at Timberland
- Summary
- Key Terms
- Questions for Reflection and Discussion
- OB ACTIVITIES
- Chapter Two: Exploring the Landscape of OB
- Chapter Three: Understanding Individual Attributes
- Chapter Four: Considering Individual States
- Chapter Five: Motivating Individuals
-
Chapter Six: Making Decisions
- OPENING CASE: Recalling a Classic Example of Decision Making
- Step 1: Identify the Need for a Decision
- Step 2: Develop Alternative Responses
- Step 3: Choose the Appropriate Alternative
- Step 4: Implement the Choice
- CLOSING CASE: How Decisions Can Lead to a $7 Billion Loss
- Summary
- Key Terms
- Questions for Reflection and Discussion
- OB ACTIVITIES
- Chapter Seven: Leading Self
- Chapter Eight: Understanding Relationships
- Chapter Nine: Leading Others
- Chapter Ten: Leading Groups and Teams
- Chapter Eleven: Communicating with Purpose
-
Chapter Twelve: Understanding Organizational Culture and Structure
- OPENING CASE: The Fundamentals of Organizing at Semco
- Basic Assumptions of Organizational Culture
- Key Values That Shape Organizational Culture
- Artifacts of Organizational Culture
- Fundamentals of Organizational Structure
- CLOSING CASE: New Ways of Organizing for New Needs
- Summary
- Key Terms
- Questions for Reflection and Discussion
- OB ACTIVITIES
-
Chapter Thirteen: Developing Organizational Culture and Structures
- OPENING CASE: Managing a Smile Factory
- Creating an Organizational Culture
- Prioritizing a Form of Organizational Culture
- Aligning Organizational Culture with Structure, Technology, and Strategy
- Combining the Pieces to Make Four Organizational Types
- CLOSING CASE: About Face at Interface
- Summary
- Key Terms
- Questions for Reflection and Discussion
- OB ACTIVITIES
- Chapter Fourteen: Motivating with Systems
- Chapter Fifteen: Leading Organizational Change
- Chapter Sixteen: Creating Organizations
- Glossary
- Endnotes
- Name Index
- Organization Index
- Subject Index
Product information
- Title: Organizational Behavior
- Author(s):
- Release date: December 2013
- Publisher(s): Wiley
- ISBN: 9781118153338
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