Efnisyfirlit

• Cover
• Title
• Copyright
• Dedication
• About the Authors
• Preface
• Acknowledgments
• Text Features: OB Insert Boxes
• Connect
• Additional Resources
• Brief Contents
• Table of Contents
• Part 1: Introduction to Organizational Behavior
  • Chapter 1: What Is Organizational Behavior?
    • What Is Organizational Behavior?
      • Organizational Behavior Defined
      • An Integrative Model of OB
    • Does Organizational Behavior Matter?
      • Building a Conceptual Argument
      • Research Evidence
      • So What’s So Hard?
    • How Do We “Know” What We Know About Organizational Behavior?
    • Summary: Moving Forward in This Book
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: GOOGLE
    • EXERCISE: IS OB COMMON SENSE?
    • ENDNOTES
  • Chapter 2: Job Performance
    • Job Performance
    • What Does It Mean to Be a “Good Performer”?
      • Task Performance
      • Citizenship Behavior
      • Counterproductive Behavior
      • Summary: What Does It Mean to Be a “Good Performer”?
    • Trends Affecting Performance
      • Knowledge Work
      • Service Work
      • Gig Work
    • Application: Performance Management
      • Management by Objectives
      • Behaviorally Anchored Rating Scales
      • 360-Degree Feedback
      • Forced Ranking
      • Social Performance Management
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: UBER
    • EXERCISE: PERFORMANCE OF A SERVER
    • ENDNOTES
  • Chapter 3: Organizational Commitment
    • Organizational Commitment
    • What Does It Mean to Be “Committed”?
      • Types of Commitment
      • Withdrawal Behavior
      • Summary: What Does It Mean to Be “Committed”?
    • Trends Affecting Commitment
      • Diversity of the Workforce
      • The Changing Employee–Employer Relationship
    • Application: Commitment initiatives
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: AMAZON
    • EXERCISE: REACTING TO NEGATIVE EVENTS
    • ENDNOTES
• Part 2: Individual Mechanisms
  • Chapter 4: Job Satisfaction
    • Job Satisfaction
    • Why Are Some Employees More Satisfied Than Others?
      • Value Fulfillment
      • Satisfaction with the Work Itself
      • Mood and Emotions
      • Summary: Why Are Some Employees More Satisfied Than Others?
    • How Important Is Job Satisfaction?
      • Life Satisfaction
    • Application: Tracking Satisfaction
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: HILTON
    • EXERCISE: JOB SATISFACTION ACROSS JOBS
    • ENDNOTES
  • Chapter 5: Stress
    • Stress
    • Why Are Some Employees More “Stressed” Than Others?
      • Types of Stressors
      • How Do People Cope with Stressors?
      • The Experience of Strain
      • Accounting for Individuals in the Stress Process
      • Summary: Why Are Some Employees More “Stressed” Than Others?
    • How Important Is Stress?
    • Application: Stress Management
      • Assessment
      • Reducing Stressors
      • Providing Resources
      • Reducing Strains
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: GENERAL MOTORS
    • EXERCISE: MANAGING STRESS
    • ENDNOTES
  • Chapter 6: Motivation
    • Motivation
    • Why Are Some Employees More Motivated Than Others?
      • Expectancy Theory
      • Goal Setting Theory
      • Equity Theory
      • Psychological Empowerment
      • Summary: Why Are Some Employees More Motivated Than Others?
    • How Important Is Motivation?
    • Application: Compensation Systems
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: NETFLIX
    • EXERCISE: EXPLAINING PAY DIFFERENCES
    • ENDNOTES
  • Chapter 7: Trust, Justice, and Ethics
    • Trust, Justice, and Ethics
    • Why Are Some Authorities More Trusted Than Others?
      • Trust
      • Justice
      • Ethics
      • Summary: Why Are Some Authorities More Trusted Than Others?
    • How Important Is Trust?
    • Application: Social Responsibility
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: BEN & JERRY’S
    • EXERCISE: UNETHICAL BEHAVIOR
    • ENDNOTES
  • Chapter 8: Learning and Decision Making
    • Learning and Decision Making
    • Why Do Some Employees Learn to Make Decisions Better Than Others?
      • Types of Knowledge
      • Methods of Learning
      • Methods of Decision Making
      • Decision-Making Problems
      • Summary: Why Do Some Employees Learn to Make Better Decisions Than Others?
    • How Important Is Learning?
    • Application: Training
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: CHOBANI
    • EXERCISE: DECISION-MAKING BIAS
    • ENDNOTES
• Part 3: Individual Characteristics
  • Chapter 9: Personality and Cultural Values
    • Personality and Cultural Values
    • How Can We Describe What Employees Are Like?
      • The Big Five Taxonomy
      • Other Taxonomies of Personality
      • Cultural Values
      • Summary: How Can We Describe What Employees Are Like?
    • How Important Are Personality and Cultural Values?
    • Application: Personality Tests
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: BRIDGEWATER ASSOCIATES
    • EXERCISE: GUESSING PERSONALITY PROFILES
    • ENDNOTES
  • Chapter 10: Ability
    • Ability
    • What Does It Mean for an Employee to Be “Able”?
      • Cognitive Ability
      • Emotional Ability
      • Physical Ability
      • Summary: What Does It Mean for an Employee to Be “Able”?
    • How Important Is Ability?
    • Application: Hiring High Cognitive Ability Employees
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: PEPSICO
    • EXERCISE: EMOTIONAL INTELLIGENCE
    • ENDNOTES
• Part 4: Group Mechanisms
  • Chapter 11: Teams: Characteristics and Diversity
    • Team Characteristics and Diversity
    • What Characteristics Can Be Used to Describe Teams?
      • Team Types
      • Variations Within Team Types
      • Team Interdependence
      • Team Composition
      • Summary: What Characteristics Can Be Used to Describe Teams?
    • How Important Are Team Characteristics?
    • Application: Team Compensation
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: NISSAN
    • EXERCISE: PAPER PLANE CORPORATION
    • ENDNOTES
  • Chapter 12: Teams: Processes and Communication
    • Team Processes and Communication
    • Why Are Some Teams More Than the Sum of Their Parts?
      • Taskwork Processes
      • Teamwork Processes
      • Communication
      • Team States
      • Summary: Why Are Some Teams More Than the Sum of Their Parts?
    • How Important Are Team Processes?
    • Application: Training Teams
      • Transportable Teamwork Competencies
      • Cross-Training
      • Team Process Training
      • Team Building
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: MAYO CLINIC
    • EXERCISE: WILDERNESS SURVIVAL
    • ENDNOTES
  • Chapter 13: Leadership: Power and Negotiation
    • Leadership: Power and Negotiation
    • Why Are Some Leaders More Powerful Than Others?
      • Acquiring Power
      • Using influence
      • Power and Influence in Action
      • Negotiations
      • Summary: Why Are Some Leaders More Powerful Than Others?
    • How Important Are Power and Influence?
    • Application: Alternative Dispute Resolution
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: UPS
    • EXERCISE: LOBBYING FOR INFLUENCE
    • ENDNOTES
  • Chapter 14: Leadership: Styles and Behaviors
    • Leadership: Styles and Behaviors
    • Why Are Some Leaders More Effective Than Others?
      • Leader Decision-Making Styles
      • Day-to-Day Leadership Behaviors
      • Transformational Leadership Behaviors
      • Summary: Why Are Some Leaders More Effective Than Others?
    • How Important Is Leadership?
    • Application: Leadership Training
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: APPLE
    • EXERCISE: TAKE ME TO YOUR LEADER
    • ENDNOTES
• Part 5: Organizational Mechanisms
  • Chapter 15: Organizational Structure
    • Organizational Structure
    • Why Do Some Organizations Have Different Structures Than Others?
      • Elements of Organizational Structure
      • Organizational Design
      • Common Organizational Forms
      • Summary: Why Do Some Organizations Have Different Structures Than Others?
    • How Important Is Structure?
    • Application: Restructuring
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: PROCTER & GAMBLE
    • EXERCISE: CREATIVE CARDS, INC.
    • ENDNOTES
  • Chapter 16: Organizational Culture
    • Organizational Culture
    • Why Do Some Organizations Have Different Cultures Than Others?
      • Culture Components
      • General Culture Types
      • Specific Culture Types
      • Culture Strength
      • Maintaining an Organizational Culture
      • Changing an Organizational Culture
      • Summary: Why Do Some Organizations Have Different Cultures Than Others?
    • How Important Is Organizational Culture?
    • Application: Managing Socialization
    • TAKEAWAYS
    • KEY TERMS
    • DISCUSSION QUESTIONS
    • CASE: MCDONALD’S
    • EXERCISE: UNIVERSITY CULTURE
    • ENDNOTES
• Integrative Cases
• Glossary/Subject Index
• Name Index
• Company Index

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