Organizational Behavior

by LibreTexts

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This comprehensive textbook provides an in-depth exploration of how individuals and groups behave within organizations, focusing on both theory and real-world application. Beginning with an introduction to organizational behavior and the evolution of college textbooks, it emphasizes the importance of understanding research methods, personal learning styles, and current workplace trends.

Description from LibreTexts.

Publisher
LibreTexts
Subjects
Business, Management
Licence
CC BY-NC-SA 3.0, 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: Organizational Behavior
  7. 1.1: College Textbook Revolution
  8. 1.2: Understanding Organizational Behavior
  9. 1.3: Understanding Your Learning Style
  10. 1.4: Understanding How OB Research Is Done
  11. 1.5: Trends and Changes
  12. 1.6: Maintaining Core Values: The Case of Nau
  13. 1.7: Conclusion
  14. 1.8: Exercises
  15. 2: Managing Demographic and Cultural Diversity
  16. 2.1: Doing Good as a Core Business Strategy: The Case of Goodwill Industries
  17. 2.2: Demographic Diversity
  18. 2.3: Cultural Diversity
  19. 2.4: The Role of Ethics and National Culture
  20. 2.5: Managing Diversity for Success: The Case of IBM
  21. 2.6: Conclusion
  22. 2.7: Exercises
  23. 3: Understanding People at Work: Individual Differences and Perception
  24. 3.1: Advice for Hiring Successful Employees: The Case of Guy Kawasaki
  25. 3.2: The Interactionist Perspective: The Role of Fit
  26. 3.3: Individual Differences: Values and Personality
  27. 3.4: Perception
  28. 3.5: The Role of Ethics and National Culture
  29. 3.6: Using Science to Match Candidates to Jobs: The Case of Kronos
  30. 3.7: Conclusion
  31. 3.8: Exercises
  32. 4: Individual Attitudes and Behaviors
  33. 4.1: People Come First: The Case of SAS
  34. 4.2: Work Attitudes
  35. 4.3: Work Behaviors
  36. 4.4: The Role of Ethics and National Culture
  37. 4.5: Rebounding from Defeat: The Case of Jeffrey Katzenberg
  38. 4.6: Conclusion
  39. 4.7: Exercises
  40. 5: Theories of Motivation
  41. 5.1: A Motivating Place to Work: The Case of Zappos
  42. 5.2: Need-Based Theories of Motivation
  43. 5.3: Process-Based Theories
  44. 5.4: The Role of Ethics and National Culture
  45. 5.5: Motivation in Action: The Case of Trader Joe’s
  46. 5.6: Conclusion
  47. 5.7: Exercises
  48. 6: Designing a Motivating Work Environment
  49. 6.1: Motivating Steel Workers Works: The Case of Nucor
  50. 6.2: Motivating Employees Through Job Design
  51. 6.3: Motivating Employees Through Goal Setting
  52. 6.4: Motivating Employees Through Performance Appraisals
  53. 6.5: Motivating Employees Through Performance Incentives
  54. 6.6: The Role of Ethics and National Culture
  55. 6.7: Motivation Key for Success: The Case of Xerox
  56. 6.8: Conclusion
  57. 6.9: Exercises
  58. 7: Managing Stress and Emotions
  59. 7.1: Facing Foreclosure: The Case of Camden Property Trust
  60. 7.2: What Is Stress?
  61. 7.3: Avoiding and Managing Stress
  62. 7.4: What Are Emotions?
  63. 7.5: Emotions at Work
  64. 7.6: The Role of Ethics and National Culture
  65. 7.7: Getting Emotional: The Case of American Express
  66. 7.8: Conclusion
  67. 7.9: Exercises
  68. 8: Communication
  69. 8.1: You’ve Got Mail…and You’re Fired! The Case of RadioShack
  70. 8.2: Understanding Communication
  71. 8.3: Communication Barriers
  72. 8.4: Different Types of Communication and Channels
  73. 8.5: The Role of Ethics and National Culture
  74. 8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones
  75. 8.7: Conclusion
  76. 8.8: Exercises
  77. 9: Managing Groups and Teams
  78. 9.1: Teamwork Takes to the Sky: The Case of General Electric
  79. 9.2: Group Dynamics
  80. 9.3: Understanding Team Design Characteristics
  81. 9.4: Management of Teams
  82. 9.5: Barriers to Effective Teams
  83. 9.6: The Role of Ethics and National Culture
  84. 9.7: Green Teams at Work: The Case of New Seasons Market
  85. 9.8: Conclusion
  86. 9.9: Exercises
  87. 10: Conflict and Negotiations
  88. 10.1: Negotiation Failure: The Case of the PointCast
  89. 10.2: Understanding Conflict
  90. 10.3: Causes and Outcomes of Conflict
  91. 10.4: Conflict Management
  92. 10.5: Negotiations
  93. 10.6: The Role of Ethics and National Culture
  94. 10.7: Avoiding Conflict at WorldCom: The Case of Bernard Ebbers
  95. 10.8: Conclusion
  96. 10.9: Exercises
  97. 11: Making Decisions
  98. 11.1: Decision-Making Culture: The Case of Google
  99. 11.2: Understanding Decision Making
  100. 11.3: Faulty Decision Making
  101. 11.4: Decision Making in Groups
  102. 11.5: The Role of Ethics and National Culture
  103. 11.6: Empowered Decision Making: The Case of Ingar Skaug
  104. 11.7: Conclusion
  105. 11.8: Exercises
  106. 12: Leading People Within Organizations
  107. 12.1: Taking on the Pepsi Challenge: The Case of Indra Nooyi
  108. 12.2: Who Is a Leader? Trait Approaches to Leadership
  109. 12.3: What Do Leaders Do? Behavioral Approaches to Leadership
  110. 12.4: What Is the Role of the Context? Contingency Approaches to Leadership
  111. 12.5: What’s New? Contemporary Approaches to Leadership
  112. 12.6: The Role of Ethics and National Culture
  113. 12.7: Leadership Development: The Case of Starbucks
  114. 12.8: Conclusion
  115. 12.9: Exercises
  116. 13: Power and Politics
  117. 13.1: Focus on Power: The Case of Steve Jobs
  118. 13.2: The Basics of Power
  119. 13.3: The Power to Influence
  120. 13.4: Organizational Politics
  121. 13.5: Understanding Social Networks
  122. 13.6: The Role of Ethics and National Culture
  123. 13.7: Getting Connected: The Case of Social Networking
  124. 13.8: Conclusion
  125. 13.9: Exercises
  126. 14: Organizational Structure and Change
  127. 14.1: Organizational Structure: The Case of Toyota
  128. 14.2: Organizational Structure
  129. 14.3: Organizational Change
  130. 14.4: The Role of Ethics and National Culture
  131. 14.5: Changing for Good: The Case of Hanna Andersson Corporation
  132. 14.6: Conclusion
  133. 14.7: Exercises
  134. 15: Organizational Culture
  135. 15.1: Building a Customer Service Culture: The Case of Nordstrom
  136. 15.2: Understanding Organizational Culture
  137. 15.3: Characteristics of Organizational Culture
  138. 15.4: Creating and Maintaining Organizational Culture
  139. 15.5: Creating Culture Change
  140. 15.6: The Role of Ethics and National Culture
  141. 15.7: Clash of the Cultures - The Case of Newell Rubbermaid
  142. 15.8: Conclusion
  143. 15.9: Exercises
  144. Back Matter
  145. Index
  146. Glossary
  147. Appendix A: Scientific Method in Organizational Research
  148. Appendix B: Scoring Keys for Self-Assessment Exercises
  149. Detailed Licensing