Contemporary organizational behavior : from ideas to action

Description

Front Cover Title Page Copyright Page Brief Contents Contents Preface Section I Topic Summaries and Expert Contributions Topic Summary 1: Introduction to Organizational Behavior Introduction to Contemporary Organizational Behavior What Is an Organization? What Is Organizational Behavior? A Field of Study Interdisciplinary Qualitative and Quantitative Approaches Applied Understanding the Contemporary Organization Who Benefits from Organizational Behavior? How Can Organizational Behavior Help You? Skills Necessary in Contemporary Organizations Conclusion OB At Work: Avon CEO Sheri McCoy Leads Organizational Turnaround Relying on Organizational Behavior Principles Spotlight on Research: Fitting in During the First 90 Days of Employment Expert Contribution: Challenges of Leadership: The Relevance of Organizational Behavior Expert Contribution: How Companies Keep on Winning: A System for Developing Global Leaders Topic Summary 2: Individual Characteristics Introduction to Individual Characteristics Competencies: Knowledge, Skills, and Abilities Developing Competencies Competency Models Emotions Emotions in the Workplace Felt versus Displayed Emotions and Emotional Labor Emotional Intelligence Personality Personality and Behavior Myers-Briggs Type Indicator of Personality Measuring Personality Attitudes Self-efficacy Machiavellianism Locus of Control Self-monitoring Conclusion OB At Work: Openness, Perseverance and Conscientiousness in Battle: Captain Nate Self Leads Army Rangers in Afghanistan Spotlight On Research: How CEO Personality Increases Company Income Expert Contribution: Solving the Introvert Problem Expert Contribution: Narcissism and Its Role in Organizations Expert Contribution: The Importance of Affect at Work Expert Contribution: The Challenge of Managing Emotions in the Workplace Topic Summary 3: Learning Introduction to Learning Approaches to Learning Behavioral Learning Cognitive Learning Social Learning Learning Processes Experiential Learning Learning Style Action Learning Learning in the Contemporary Organization Intelligence and Multiple Intelligences Conclusion OB At Work: CEO Alan Wilson Leads McCormick Spice by Building Corporate Identity Through Learning Spotlight On Research: Acquiring Leadership Skills Requires the Right Assignment and Openness Towards Learning Expert Contribution: Action Learning Expert Contribution: Deliberate Experiential Learning: Mastering the Art of Learning from Experience Expert Contribution: Learning-Directed Leadership in a Changing World Topic Summary 4: Perception Introduction to Perception What is Perception? Where Does It Come From? That Being Perceived The Process of Perception Common Limitations and Biases Bias and Implicit Associations What Are Some organizational Applications for Perception? Managing the Process of Perception at Work Conclusion OB At Work: Suzy Ganz Helps People and Organizations Shape Perceptions Through Embroidered Products Spotlight On Research: Self-Attribution Bias in Corporate Executives Expert Contribution: Hurricane Katrina: A Case Study in Attribution Biases Expert Contribution: The Bias Blind Spot and Its Implications Expert Contribution: Social Identity: How We Define Ourselves Topic Summary 5: Leadership Introduction to Leadership Leaders Versus Managers The Leader Those Being Led Contemporary Issues in Leadership Conclusion OB At Work: Leadership in Critical-Care Medicine Spotlight On Research: The Impact of Unconventional Leader Behavior on Organizational Creativity Expert Contribution: The Ups and Downs of Leading People Expert Contribution: Crisis Leadership: The New Norm for Effectively Leading Organizations Expert Contribution: Why Should Anyone Be Led By You? Topic Summary 6: Motivation Introduction to Motivation Internal factors Physiological and Psychological Needs Cognitive Evaluation Theory Social Factors Perceived Justice Optimal Experience Organizational Factors Organization Characteristics Job Characteristics Manager Beliefs Contemporary Application Human Resource Systems Talent Management Conclusion OB At Work: Nicole Sapio Promotes Motivation Through Mission at the American Heart Association Spotlight On Research: What Do People Prefer in a Job? Exploring Intrinsic and Extrinsic Motivation at Work Expert Contribution: Creating a Happy, Stress-Free Workplace: It’s a Matter of Perspective Expert Contribution: Moving Beyond the American Dream: How Intrinsic and Extrinsic Aspirations Relate to Psychological, Social, and Physical Health, Expert Contribution: High-Tech, High-Touch Tension: Trends in Human Resource Management Expert Contribution: Trade-Offs in Using Pay for Performance Topic Summary 7: Persuasion, Influence, and Impression Management Introduction to Persuasion, Influence, and Impression Management Tactics of Persuasion Liking Reciprocity Social Proof Commitment and Consistency Authority Scarcity Sources of Social Power Formal Authority Relevance Autonomy Expertise Experience Personal Attractiveness Choosing to Influence Impression Management Combinations of Tactics and Power Conclusion OB At Work: Josh Pavano Leverages Social Influence to Effect Clean Water in Uganda Spotlight On Research: Influencing Others through ‘Flirting’ at Work Expert Contribution: Impressing Up: Objectives, Tactics, and Results of Upward Influence Expert Contribution: How You Look to Others: Understanding and Managing How Others Perceive You Expert Contribution: On Being Trustworthy Topic Summary 8: Decision Making Introduction to Decision Making Rational Decision Making Probability and Uncertainty Improved Decision Making: The Six Steps of Rational Decision Making Behavioral Economic-Based Decision Making Improved Decision Making: Overcoming Bias and Errors Organizational Psychology-Based Decision Making Naturalistic Decision Making Improved Decision Making: Assessing the Environment and Building Expertise Conclusion OB At Work: Darrell Darnell Relies on Multiple Forms of Decision Making to Gauge Risk Spotlight On Research: Do Emotions Help or Hinder Decision Making? Expert Contribution: Leading Decision Making Processes Expert Contribution: On Best-Practice Decision Making Expert Contribution: How Temporary Organizations Promote Dysfunctional Goal Pursuit: The Case of the 1996 Mount Everest Disaster Topic Summary 9: Groups and Teams Introduction to Groups and Teams Purpose and Type Context and Composition Coaching and Support Composition and Roles Knowledge, Skills, and Abilities Internal Factors Norms Development of Norms Decision-Making Processes Barriers to Effective Groups Contemporary Issues in Groups and Teams Conclusion OB At Work: Teamwork Skills Help a Television News Producer Get the Story Spotlight On Research: Do Groups and Teams Share Common Characteristics? Expert Contribution: Teamwork from the Inside Out Expert Contribution: Making Virtual Teams More Innovative through Effective Communication Expert Contribution: Teams in Organizations: 10 Team Roles to Foster Team Effectiveness Topic Summary 10: Conflict and Negotiation Introduction to Conflict and Negotiation Conflict Sources of Conflict The Conflict Process Conflict Styles Conflict Management Strategies Negotiation Situational Factors Influencing Negotiation Successful Negotiations Strategies in Negotiation Mediation as a Solution to Negotiation Conclusion OB At Work: The New Recruit: Carl’s Confidence in Ken Pays Off Spotlight On Research: Are There Gender Differences in Beliefs about Requests for More Money? Expert Contribution: Trust Expert Contribution: The Essentiality of “Justice” in Organizations: A Justice-as-Negotiation Perspective Expert Contribution: Negotiation Traps Topic Summary 11: Diversity and Communication Introduction to Diversity and Communication Diversity Communication in Organizations Models of Communication Communication in the Age of ‘Big Data’: Challenges for Organizations Improving Information Literacy Developing and Targeting a Core Message Conclusion OB At Work: Dr. Jaye Goosby-Smith Diversity Consultant Spotlight On Research: Merit Based Cultures Can Lead to Discrimination Expert Contribution: How to Turn an Engaging Conversation into a Creative Collaboration Expert Contribution: Communication and Diversity Expert Contribution: Diversity Ideologies in Action: Energizing Renewal and Excellence in Healthcare Topic Summary 12: Culture Introduction to Culture Aspects of Organizational Culture Three Dimensions of Culture Iceberg Metaphor of Culture Purpose of Culture Competing Values Framework: A Model of Organizational Culture Subcultures National Culture Transmitting Culture Adapting to a New Culture Linking Organizational Culture and Strategy Conclusion OB At Work: A Taiwanese Student Learns to Adapt Spotlight On Research: Strong Cultures Do More than Engage Employees, They Engage Customers and the Community as Well Expert Contribution: Team Learning Culture Expert Contribution: Organizational Culture Expert Contribution: The Competitive Advantage of Corporate Cultures Topic Summary 13: Change, Innovation, and Stress Introduction to Change, Innovation, and Stress Organizational Change Models of Change Force Field Model of Change Kotter’s Strategic Change Positive Approaches to Change Why Change Efforts Meet with Resistance Innovation Creativity Stress Factors that Contribute to Stress Overcoming Stress Conclusion OB At Work: Brian Rogers Leads T. Rowe Price through Change and Continuity Spotlight On Research: Does Resistance to Change Matter or Are There Better Ways to Characterize Why People Don’t Change in Organizations? Expert Contribution: Decision Making by Design: A Blueprint for Balancing Execution and Innovation Expert Contribution: Work and Working in the Era of Globalization Expert Contribution: Organization Change Topic Summary 14: Corporate Social Responsibility, Ethics, and Sustainability Introduction to Corporate Social Responsibility and Sustainability Corporate Social Responsibility Sustainability Environmental Sustainability Human Sustainability Corporate Social Responsibility and Sustainability: A Business Case Corporate Social Responsibility and Sustainability: An Ethical Mandate Shareholder Versus Stakeholder Dissatisfaction with the Shareholder Model Stakeholder Model Why Is Making Ethical Decisions So Difficult? Applied Ethics Conclusion OB At Work: Mike McLaughlin Shows How Corporate Social Responsibility is the Business of Every Employee Spotlight On Research: Does Goal Setting Lead to Unethical Behavior? Expert Contribution: The Business of Making a Better World Expert Contribution: Ethics Expert Contribution: The Psychology of Fairness at Work Section II Cases Case 1: The Case of Apple iPhone 4 Case 2: “We Are Global or We Are Nothing”: Conflict and Cover-Up at ColequarterMaine Case 3: EMERGENCY! We Need a Better Compensation System Case 4: Face Time at TechPoint Software, Inc., Case 5: Whatever Happened to One of the “100 Best Companies to Work For”?: A Case Study of Hewlett-Packard Case 6: NASCAR’s Drive for Diversity: Can They Reach the Finish Line? Case 7: Perceptions of Leaders Following Public Failures: A Tale of Two Coaches Case 8: Conflict in Santa’s Workshop: Learning to Be a Team Player at ToyKing SectIon III Exercises Exercise 1: Big Five Celebrity Spotlight Exercise 2: Creating My Brand Exercise 3: My Expat Assignment Exercise 4: How Leaders Effect You Exercise 5: My Best and Worst Learning Experiences Exercise 6: Developing Your Career— Leadership Development in Action Exercise 7: Development While in College Exercise 8: Facts and Opinions Exercise 9: Being Positive Exercise 10: Force Field Analysis Exercise 11: Bias and Decision Making Exercise 12: Well-Being at Work Exercise 13: What Stresses You Out? Exercise 14: Laughter is the Best Medicine Exercise 15: Building My Network—Individual Exercise 16: Writing a Team Contract Exercise 17: Design Your Technology Exercise 18: Team Performance Evaluation Exercise 19: Overcoming Resistance Exercise 20: Employment Branding Exercise 21: OD Techniques at Work Exercise 22: A Clash of Cultures Exercise 23: What’s Your University’s Culture? Exercise 24: Find the Artifacts Exercise 25: Back-to-Back Change Exercise 26: Social Media Dilemma Exercise 27: Develop Your Professional Code Exercise 28: Communication Breakdown Exercise 29: Diversity Rocks Exercise 30: You Can’t Handle the Truth Exercise 31: The Ethics of the Climb Exercise 32: Mindmapping Exercise 33: Could I Be a Whistleblower? Exercise 34: Sustainability Practice at Work Exercise 35: Who Do I Fire? Exercise 36: What Are My Values? Exercise 37: Team Survival Simulation Glossary Index