Table Of Content

MyManagementLab”: Improves Student Engagement Before, During, and After Class & fo = ee engegement + Video exercises. -ongiging vies tha bring business concept tolled explore husnesstoples roaced so the cheory tudanc ar leaering in lass. Quizes ther asses seudens'comprehrsian of the concepts covered in each video, Learning Catalytics ~a "brig your'avm device” sudent cnengomort, assessment, and classroom inceligenice system Felps hatactars analyze students’ ercal-hinngskils ding Iocws © Dynanile Seudy Medulas (OSMz) -chravsh adopuve earning, studencs gee personalized guidance where ard when they nexd femvose, creating greacerongagemn, improving so wedge retorticm and supporthg suajaesimatter mastery, Alva ayalable on mati devices + Basiness Today rng ure retain our room ‘ih udco, davon qpedons andaner tops Roses xD) ‘to check back often, this section changes dilly, esp at Dacison-maldng simulators plese yor sues Oe 7 inthe role of» key decsionsmaker. 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Judge Essentials of Organizational Behavior Custom Edition for University of Calorado Colorado Springs Faken from: Essentials of Organizational Behavior, Thirteenth Edition by Stephen P. Robbins and Timothy A. Judge Cover Ark: Gourlesy of Phulodisn, DigilaVisiony/GellyIr-agus token fear Fanenlise af Organization Gebovion Th rte Eellion fy stepnen Pehl mid many A. nage Copmnght © 2026, 2612, 2012 hy Pearson Education, Ine ‘ene Yore, New York L004, 2 eights reserved. Nu oart ofthis book rray be reproduced, 19 any form o” By gny means, Pout eTisson in wring fratn the publshe This special etien published in cooseration wh Pesrscn |earnirg Solutions. Al tracemarks, servce mars, neg steed tredemerks, ad registered service rar are the propery of thel respenive camers ad are used herein far der cian purposes a bea’sa Learning Sclutions, 330 Hudson Sees » Parson =ducaton Company ‘exe pearsoned comm es ork, Hew ark 16012 Drinted the Unled States of Amerce 77 oeazonornays9%1989 1m PEARSON [MenrOemeeeey S64 13: 9701-02250 PART 1 PART 2 PART 3 PARTS: PARTS Prologue Ghapter 1 BRIEF CONTENTS ' ‘what ls Organizational Behavior? 1 Understanding Yourself and Others 76 ‘chapter 2 Chapter 5 Making and Implement Chapter 6 chapter 7 ‘Chapter 8 Diversity in Organlestions 16 Passonzlity and Values 6 Perception and ladiveual Decision Makng 87 Mexivation Corcepts 105 Mocivation: Fram Cancants to Applications 125 Negotiating Power and Politics 191 Chapter 12 Chapter 13, Leade'ship 181 Power and Polls 212 Leading, Understanding, and Transforming the Organization System 231 Chapter 14 Chapter 15, Chapter 16 chapter 7 Conflict and Negotiation 231 Foundaticns of Organization Streclute 248 Organizational Culture 268 Organizational Change ond Sires Management 284 CONTENTS, PART 4 Prologue 1 Chapter 1 WHAT IS ORGANIZATIONAL BEHAVIOR? 1 “The Importance of interpersonal Skits 2 Enter Organiztional Behavior 2 ‘Complementing Inution with Systematic suudy 3 Big bata 4 Discptines Thet Conbriute wo the OBField 5 Bxychology 6 Sovial Payehnlogy 6 Sociclogy 5 Aetbropoloay 6 There Are Few Absobitesin OB § chalenges and Opportunities for 08 7 Responding to Econom: Pressures. 7 Responding 0 Globalization 10 Managing Workforce Diversity 11 Ineperwing store Service 1 Inrproving People kils 11 ‘working in networked Organizations 11 Linharcing Linployee WllhSeing et Work 12 rveting a Positive Work Enirormrent. 12 lerpeoving Ceca Schavion 93 ‘Coming attractions: Developing an 08 Modal 13 An Oven 7 Suman 14 linpleavons far managers 12 PART 2 Understanding Yourself and Others 16 ‘Chapter 2 DIVERSITY INORGANIZATIONS 16 Divensity 17 Demographic Characteristics ofthe Ls. Workforce 17 Loyal of Diversity 97 Dleaieination 18 Biographical Chovacevistes 20 Age 20 sex 74 Raceand Ethnicty 22 Disebiity. 23 (Other Biographical Characteristic: enure, Rellg.on, Sexual Orientstion and Gender anti, and Cultural denlity 24 abilty 2 Intellectual Abilis 27 Physkal ables 23 TheRole of Disabilities 30 Implementing Diversity Management Strategies 30 Zatracting, Selecting, Deveoring, land Retaining Diverse Employees 30 Diversity in Groupe 21 Effective Diversity Programs. 31 surunary 32 Inngteation: Yar sonagens > Chapters PART3 Making and Implementing PERSONALITY AND VALUES 65 Decisions 87 Pasonalty. 66 ed What I Porsonality? 38 Dominant Personality Frameworks The Myatetrlggs Typo ndiator 67 The Big Five Personality Mucel 68 thar Rersonalty Frameworks 71 ) PERCEPTION AND INDIVIDUAL DECISION MAKING 87 whats Perception? 69 Factor Tha fluence Percestion 88 Porson Perception: Misking Judgments “he Datk tried 71 ‘About Others 89 Approach avoidance 73 sattvibucion Theory 89 ‘Other Personality Traits Relevantto OB 74 Common Sherteuts in Judging Others 31 ore Set-Evaluations 74 ‘The tink Between Perception and individual See Montering 74 Decision Making 52 Proactive Personality 7 Decision Making in Organizations 93 Personality and Situations 75 “The Rational Move, Bounded ational situat'on Strength theory 76 and inuiton 93 Trot Aetvaion Theory 77 ‘common Biss and Err in Dession "he prance ar gain Queene Terminal vers Iseumseral Vekws 78 Confirmation Bias 95 Linking an individual's Personality and Values Availabilty Blas 96 tothe Workplice 78 Exalmion of Commitment 97 Fern JobFit./9 Ak Aversion $7 Fetion Organization Fe 80 Hindsight Bes, 97 iterations Values 31 ‘rgarizational Constrsins Hottede’s Framework 2 ‘onDeckion Making 38 The GLOBE Framenore 85 Performance Evaluation 58 Comparison of Hofstede’ Framework Rawardsjieis 96 and the GLOBE Framavore 85 Formal Regifations 98 Summary 85 Syslenvimpoved Time Constraints 99 ERED ReC ESTs cs Historica Pracelente 98 what About ethics Dadllon Making? 99 ‘The Ethlal Deeklon crkerla 99 Geativityin Organizations 100 raathve Behavior 101 Causes of Ceatlve Behavior 102 creative Outrornesnnovatlon) 108 Summary Iinplentions fo Manager, 103 Chapter 7 MOTIVATION CONCEPTS 105 Defining Motivation 106 arly Theodles of Modvation 106 Hianhy of Newt Theory “Uo ‘Theory X ano Theory ¥ 107 ‘wo Factor Theory 108 IcCellanc!s Theory of Needs 108 ‘Contemporary Theories of Motivation 110 SeltDetermbvatlon Theory 140 Goalsetting Theory 112 Other Contemporary Theories of Motivation 114 elt Efficacy “heory 114 Equity ThecnOrgantexiorl hate 116 Expectancy Thesry 121 Workplace Metivation 123 Joh Ergagement. “23 Swnsmary 128 lpocaiens tr tena 74 Chapter 8 MOTIVATION: FROM CONCEPTS TO APPLICATIONS 125 ‘Motivating by Job Design: The Job Characteristics Model 125 The Job Characteristics Modal 126 How Can Jobs Be Redesigned? 127 Job Ratation 128 Job Enrichment 128 Relational Job Design 128, Alternative Work Arrangements. 130 Frextime 130 Joh Sharing 132 Teleconmuting 132 Emplayee involvement 153 Examples of Employ2e Invelerent Programs 134 Linking Eniplayce involvement Programs andl motivation Tacosles 135 sng Pay ta Motivate Employees 135 ‘What te Pay: Establishing a Poy Structure 35 How to ay: Rewareing invlual Employees through variable Programs 136 Using Benefits to Motivate Employees 132 Flexible nefits: Developing a Benafis Package 139, Using lnginsi Rewards te Motivate Employees. 140 Employes Recagnitin Programe 10 Summoey 382 Innmcstore far Managers 133 PART 5 Negotiating Power and Politics 191 Chapter 12 LEADERSHIP 151 Wht s Leadership? 192 Trait Theories 192 Behavioral Theories 193 Summary of frst theeres ancl Behadoral These 134 Contingency Theories 198 The Fiedler Mal 195 ‘other Contingenay“heories “97 ‘Charismatic Leadership and Transformational Leadership. 198, CharimaticLeademhip 198 Transformational Leadenhin 201 ‘Authentic Leadership: Ethics and Trust 204 ‘Whol Authanth Leadership? 208 Ethical Leadership 208 Servant eadershin 203 Trustand beaclership. 206 Wat Areshe Comequences of [nut? 206 Leading forthe Future: Mentoring 207 Mernesing 207 <hallenges tothe Leadership Constuct 208 Leadersy asan Atriaution 208 Substitutes for and teutralizers of leadorsip 208 Finding ane! creating Effective Loaders 208 Selecting Lesdees 209 Training Leaders. 710 summany 210 inplcaions for tranagers 200 Chapter 13 POWER AND POLITICS 212 A Defciion of Poser 213 Contrasting Leadertip and Power 213, Ratet of ower 214 Forma! Power 214 Personal Power 215 Which vase of Power Ars Most Effective? 215) PowerTactks 216 How Power Affects Beople 218 Polls: Power Inaction 219, Defintion of Organizational Poli: 219 The Reality of Plies 213 ‘Causes and Consequences of Paltcal Bshavier 220 actors Caraributing to alia Behavior 220 Jon bs People Respond t0 Organlzatonal oli? 722 rmpression Management 228 TheEthics of having Plticaly 227 ‘Mapping Your Political Career 227 Summary 229 for Managers 229 PART 6 Leading, Understanding, and Transforming the Organization System 231 Chapter 14 CONFLICT AND NEGOTIATION. 231 A Detinition of Conflict 232 he aditional view af Gonice 222 The Ineractonist lew of Conflel 232 ‘Types and Loci of Conflict 238 ‘Tepes of Cortict 738, LeciofCantict 234 ‘The Conflict Procass 235 Stage Potential Opaasition 2° mcamipotibly 235 Stage it Cognition end Pessonalzation 236 Stages irertions 2.8 Stage: Behavior 737 Stage: Outenmes 738 Negotiation 240 Bargaioing Stategies 740 ‘he Negotiation Process 203 Stepsin the Negotiation Process 783 Inavidualbifferencas in Negoution Effectiveness 248 Personalfy “ais in Negotisrion 245 oedvemations In Negotiation 245 Cultursin Negotiations 208 Gander viffererces w Negotiations 246 Somimicy 287 Imteaions fr Managers 237 Chapter 15 FOUNDATIONS OF ORGANIZATION ‘STRUCTURE 249 Whatis Organizational Soucure? 250 ‘Work Sperialiration 250 Deparmentalization 251 (chain of Command 252 Span of Comal 253, CCerteliation and Decenwalizatian 25a Foralization 754 Common Organizational Designs 255 Thesimple Structure 255 ‘The Bureaucracy 756 The Mati Steucre 256 Now Design Options 258 ‘he vial Grganieation 258 ‘Tre Boundaryess Organization. 759 Thu Lester Organlzallox Downsizing 260 ‘Why De Structures Difer? 262 Organize onal Strategies 282 ‘Organiza on Size 263 Techusoyy 263 Environment 264 Organizational Designs ara Employee Behavior 264 Snoney 756 Implications for Managers 266 Chapter 16 ORGANIZATIONAL CULTURE 268 Whats Organizational Clune? 265, ADefintion af Organizatienal Cuture 269 Cuture $a Descriptive Te 268 (Do Orgenizations Have Uniform uitures? 270 Serong versus Weak Cultures 270 Culture versus Formalization 271 that Bo Cuttures Do? 271 ‘ThePunctions ot Guture 271 ‘auiture crests Climate 271 ature a3 Lisblty 272 ‘esathng and Sustaining Cutare 273 How a Culture Begins 273 Keeping aciture Alive 273, Surman How Cufures Form 277 How Employeas Learn Culture 277 stories 2/7 Rituale 2s Symbols 278 Language 278 Creating an thal Organizational Culture 279, Creating aFosltve Orgenizational Culture 280 Building en Employee Suengtts 280 Resvardirg More Than Punihig 280 Emphasizing Vitaliy and Growth 281 lame nf Paste Culture 281 Global plications 282 Suunaey 783 lineation fr toners 252 Chapter 17 ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT 294 Forces for Change 285