Org. Behavior

by Loretta Smith

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This textbook provides an overview of the concepts and theories important to the field of organizational behavior. While it is a published text, revisions continue. We encourage submissions of topics or cases that you feel would enhance information presented here.

Description from LibreTexts.

Publisher
Arkansas Tech University
Subjects
Business
Licence
CC BY-NC-SA 4.0, as LibreTexts states it. Non-commercial use only.
Who can read
Tweens profiles and older, judged from its title and subjects

Contents

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  1. Front Matter
  2. TitlePage
  3. InfoPage
  4. Table of Contents
  5. Licensing
  6. 1: An Introduction
  7. 1.1: The Nature of Work
  8. 1.2: The Changing Workplace
  9. 1.3: The Nature of Management
  10. 1.4: A Model of Organizational Behavior and Management
  11. 1.5: Glossary
  12. 1.6: Summary of Learning Outcomes
  13. 1.7: Chapter Review Questions
  14. 1.8: Critical Thinking Case
  15. Part 1 - Organizational Behavior - The Individual
  16. 3: Individual Differences
  17. 3.1: Individual and Cultural Factors in Employee Performance
  18. 3.2: Employee Abilities and Skills
  19. 3.3: Personality- An Introduction
  20. 3.4: Personality and Work Behavior
  21. 3.5: Personality Assessment
  22. 3.6: Personality Traits
  23. 3.7: Self-Efficacy
  24. 3.8: Personality and Organization- A Basic Conflict?
  25. 3.9: Personal Values and Ethics
  26. 3.10: Cultural Differences
  27. 3.11: Glossary
  28. 3.12: Summary of Learning Outcomes
  29. 3.13: Management Skills Application Exercises
  30. 3.14: Managerial Decision Exercises
  31. 3.15: Critical Thinking Case
  32. 4: Learning and Reinforcement
  33. 4.1: Basic Models of Learning
  34. 4.2: Reinforcement and Behavioral Change
  35. 4.3: Behavior Modification in Organizations
  36. 4.4: Behavioral Self-Management
  37. 4.5: Glossary
  38. 4.6: Summary of Learning Objectives
  39. 4.7: Chapter Review Questions
  40. 4.8: Managerial Skills Application Exercise
  41. 4.9: Managerial Decision Exercise
  42. 4.10: Critical Thinking Case
  43. 5: Perception and Job Attitudes
  44. 5.1: The Perceptual Process
  45. 5.2: Barriers to Accurate Social Perception
  46. 5.3: Attributions - Interpreting the Causes of Behavior
  47. 5.4: Work-Related Attitudes
  48. 5.5: Glossary
  49. 5.6: Summary of Learning Outcomes
  50. 5.7: Chapter Review Questions
  51. 5.8: Management Skills Application Exercises
  52. 5.9: Managerial Decision Exercises
  53. 5.10: Critical Thinking Case
  54. 6: Perception and Decision Making
  55. 6.1: Overview of Managerial Decision-Making
  56. 6.2: How the Brain Processes Information to Make Decisions- Reflective and Reactive Systems
  57. 6.3: Emotional Intelligence
  58. 6.4: Programmed and Nonprogrammed Decisions
  59. 6.5: Barriers to Effective Decision-Making
  60. 6.6: Improving the Quality of Decision-Making
  61. 6.7: Group Decision-Making
  62. 6.8: Glossary
  63. 6.9: Summary of Learning Outcomes
  64. 6.10: Chapter Review Questions
  65. 6.11: Management Skills Application Exercises
  66. 6.12: Managerial Decision Exercises
  67. 6.13: Critical Thinking Case
  68. Part 2 - Motivation and Rewards
  69. 8: Theories of Motivation
  70. 8.1: Motivation- Direction and Intensity
  71. 8.2: Content Theories of Motivation
  72. 8.3: Process Theories of Motivation
  73. 8.4: Recent Research on Motivation Theories
  74. 8.5: Glossary
  75. 8.6: Summary of Learning Outcomes
  76. 8.7: Chapter Review Questions
  77. 8.8: Management Skills Application Exercises
  78. 8.9: Managerial Decision Exercises
  79. 8.10: Critical Thinking Case
  80. 9: Designing a Motivating Work Environment
  81. 9.1: The Case of Nucor
  82. 9.2: Motivating Employees Through Job Design
  83. 9.3: Motivating Employees Through Goal Setting
  84. 9.4: Motivating Employees Through Performance Appraisals
  85. 9.5: Motivating Employees Through Performance Incentives
  86. 9.6: The Role of Ethics and National Culture
  87. 9.7: The Case of Xerox
  88. 9.8: Conclusion
  89. 9.9: Exercises
  90. 10: Performance Appraisal and Rewards
  91. 10.1: Performance Appraisal Systems
  92. 10.2: Techniques of Performance Appraisal
  93. 10.3: Feedback
  94. 10.4: Reward Systems in Organizations
  95. 10.5: Individual and Group Incentive Plans
  96. 10.6: Glossary
  97. 10.7: Summary of Learning Outcomes
  98. 10.8: Chapter Review Questions
  99. 10.9: Management Skills Application Exercises
  100. 10.10: Managerial Decision Exercises
  101. 10.11: Critical Thinking Case
  102. Part 3- Groups and Teams
  103. 12: Group Dynamics
  104. 12.1: Introduction to Group Dynamics
  105. 12.2: Types of Groups
  106. 12.3: Group Development
  107. 12.4: Group Structure
  108. 12.5: Group vs. Individuals
  109. 12.6: Putting It Together- Group Dynamics
  110. 12.7: Discussion- Group Dynamics
  111. 13: Work Groups
  112. 13.1: Work Groups - Basic Considerations
  113. 13.2: Work Group Structure
  114. 13.3: Managing Effective Work Groups
  115. 13.4: Intergroup Behavior and Performance
  116. 13.5: Glossary
  117. 13.6: Summary of Learning Outcomes
  118. 13.7: Chapter Review Questions
  119. 13.8: Management Skills Application Exercises
  120. 13.9: Managerial Decision Exercises
  121. 13.10: Critical Thinking Case
  122. 14: Theories of Team and Group Behaviors
  123. 14.1: Introduction to Theories of Group and Teamwork
  124. 14.2: Early Management Theories
  125. 14.3: Modern Management Theories
  126. 14.4: Putting It Together- Managing Groups and Teams
  127. 14.5: Discussion- Managing Groups and Teams
  128. 14.6: Assignment- Individual and Group Behavioral Theories Applied to the Workplace
  129. 15: Work Teams
  130. 15.1: Introduction to Group and Team Management
  131. 15.2: Groups vs. Teams
  132. 15.3: Types of Teams
  133. 15.4: Creating Effective Teams
  134. 15.5: Team Players
  135. 15.6: Managing Teams Today
  136. 15.7: Teamwork in the Workplace
  137. 15.8: Team Development Over Time
  138. 15.9: Things to Consider When Managing Teams
  139. 15.10: Opportunities and Challenges to Team Building
  140. 15.11: Team Diversity
  141. 15.12: Multicultural Teams
  142. 15.13: Glossary
  143. 15.14: Summary of Learning Outcomes
  144. 15.15: Chapter Review Questions
  145. 15.16: Management Skills Application Exercises
  146. 15.17: Managerial Decision Exercises
  147. 15.18: Critical Thinking Case
  148. 16: Negotiation
  149. 16.1: Negotiation vs. Conflict Management
  150. 16.2: Why It Matters- Conflict and Negotiation
  151. 16.3: Introduction to Negotiation
  152. 16.4: Stages of Negotiation
  153. 16.5: Types of Negotiating Strategies
  154. 16.6: Issues in Negotiation
  155. 16.7: Third-Party Negotiations
  156. 16.8: Negotiation
  157. 16.9: Negotiation Behavior
  158. 17: Conflict Management
  159. 17.1: Introduction to Conflict Management
  160. 17.2: What Is Conflict?
  161. 17.3: Types of Conflict
  162. 17.4: The Conflict Process
  163. 17.5: Conflict Management Styles
  164. 17.6: Conflict Management
  165. 17.7: Sources of Conflict in an Organization
  166. 17.8: Conflict in Organizations- Basic Considerations
  167. 17.9: Causes of Conflict in Organizations
  168. 17.10: Resolving Conflict in Organizations
  169. 17.11: Glossary
  170. 17.12: Discussion- Conflict and Negotiation
  171. 17.13: Putting It Together- Conflict and Negotiation
  172. Part 4 - Leadership and Power
  173. 19: The Importance of Leadership
  174. 19.1: Leadership Roles and Issues
  175. 19.2: Challenges to Leadership
  176. 19.3: Introduction to Leadership vs Management
  177. 19.4: Leader or Manager?
  178. 19.5: Leader-Managers
  179. 19.6: Putting It Together- Leadership
  180. 19.7: Discussion- Leadership
  181. 19.8: Assignment- Leadership and Management
  182. 20: The History and Theories of Leadership
  183. 20.1: Introduction to Leadership Styles and Topics
  184. 20.2: The History of Leadership
  185. 20.3: Leadership Styles
  186. 20.4: The Nature of Leadership
  187. 20.5: Trust and Leadership
  188. 20.6: The Leadership Process
  189. 20.7: Leader Emergence
  190. 20.8: Introduction to the History of Leadership Theories
  191. 20.9: Early Trait Approach
  192. 20.10: The Trait Approach to Leadership
  193. 20.11: Behavioral Approach
  194. 20.12: Behavioral Approaches to Leadership
  195. 20.13: Contingency Approach
  196. 20.14: Situational (Contingency) Approaches to Leadership
  197. 20.15: Substitutes for and Neutralizers of Leadership
  198. 20.16: Transformational, Visionary, and Charismatic Leadership
  199. 20.17: Leadership Needs in the 21st Century
  200. 20.18: Glossary
  201. 20.19: Summary Learning Outcomes
  202. 20.20: Chapter Review Questions
  203. 20.21: Management Skills Application Exercises
  204. 20.22: Managerial Decision Exercises
  205. 20.23: Critical Thinking Cases
  206. 21: Organizational Power and Politics
  207. 21.1: Chapter Introduction
  208. 21.2: Power in Interpersonal Relations
  209. 21.3: Uses of Power
  210. 21.4: Political Behavior in Organizations
  211. 21.5: Limiting the Influence of Political Behavior
  212. 21.6: Glossary
  213. 21.7: Summary of Learning Outcomes
  214. 21.8: Chapter Review Questions
  215. 21.9: Management Skills Application Exercises
  216. 21.10: Managerial Decision Exercises
  217. 21.11: Critical Thinking Case
  218. Part 5 - Organizational Structure and Culture
  219. 23: Organizational Structure and Change
  220. 23.1: Chapter Introduction
  221. 23.2: Organizational Structures and Design
  222. 23.3: Organizational Change
  223. 23.4: Managing Change
  224. 23.5: Glossary
  225. 24: Organizational Environments and Corporate Culture
  226. 24.1: Chapter Introduction
  227. 24.2: The Organization's External Environment
  228. 24.3: External Environments and Industries
  229. 24.4: Organizational Designs and Structures
  230. 24.5: The Internal Organization and External Environments
  231. 24.6: Corporate Cultures
  232. 24.7: Organizing for Change in the 21st Century
  233. 24.8: Glossary
  234. Back Matter
  235. Detailed Licensing
  236. Glossary
  237. Index