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    Organizational Behavior Experiences and Cases

    ISBN-10: 0324048505
    ISBN-13: 9780324048506
    Author(s): Dorothy Marcic, Joe Seltzer, Peter Vaill
    Description: This text is a compilation of 67 engaging, flexible, and tested exercises for active learning of organizational behavior. Exercises range from the simple to the complex and can be implemented as individual or group activities. Self-inventories,  More...
    Buy it from: $3.48
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    List Price: $73.95
    Edition: 6th
    Publisher: Cengage South-Western
    Binding: Hardcover
    Pages: 400
    Size: 7.87" wide x 9.84" long
    Weight: 1.694
    Language: English

    This text is a compilation of 67 engaging, flexible, and tested exercises for active learning of organizational behavior. Exercises range from the simple to the complex and can be implemented as individual or group activities. Self-inventories, role-plays, and case studies provide a diversity of experiences. A section of 11 short readings serves as an anchor to students new to experiential methods, group processes, and case analysis.

    Professor Dorothy Marcic, Ed. D. and M.P.H., is on faculty at Vanderbilt University in the department of Leadership and Organizations, Peabody College. She also serves as Director of Graduate Programs in Human Resource Development at Vanderbilt. A recent Fulbright scholar at the University of Economics-Prague, where she taught MBA students and practicing managers, her consulting practice has grown to include multinationals and governmental agencies in the Czech Republic. In addition to Understanding Management, she is the author of several other books, including Organizational Behaviour and Management International, Women and Men in Organizations, and Managing with the Wisdom of Love: Uncovering Virtue in People in People and Organizations. She began her extensive and varied academic career at Arizona State University with additional academic postings at St. Bonaventure University, the University of Wisconsin-La Crosse and La Universidad Aut�noma de Guadalajara, Mexico.

    Dr. Mitchell Kusy has 25 years experience in leadership and organization development. He is a full professor in the Ph.D. program, Leadership & Change, Antioch University and a distinguished visiting professor at the University of Auckland, New Zealand. Internationally, he has consulted in more than 15 countries and recently received the international honor of being selected a Fulbright Scholar in international organization development. Previously, Mitch was a full professor in the master's and doctoral program in organization development at the University of St. Thomas, Minneapolis, where he taught for 17 years. Before entering academia, Mitch worked in industry and directed the leadership development area at American Express Financial Advisors and Health Partners. Dr. Scott J. Allen is an assistant professor of management at John Carroll University, where he teaches leadership and management skills. In 2005, Scott developed the Center for Leader Development (www.centerforleaderdevelopment.com), a blog that explores the study and practice of leadership development. Scott is the co-author of Emotionally Intelligent Leadership: A Guide for College Students. He is also a contributing author of the book Leadership: The Key Concepts (Routledge, 2007).

    Introduction to Organizational Behavior
    Assumptions about People and Organizationsp. 1
    A Manager's Jobp. 5
    My Absolute Worst Job (or Boss): An Icebreakerp. 9
    Personality and Attitudes
    Personality Assessment: Jung's Typologyp. 11
    Locus of Controlp. 17
    Element B: An Interpersonal Relations Instrumentp. 21
    Perception and Attribution
    Incongruent Perceptions: The Case of the "Other Systems Group"p. 29
    The Case of the Predictable Bikersp. 31
    Defense Mechanismsp. 33
    Learning and Reinforcement
    The Learning-Model Instrumentp. 35
    What Does Learning Really Mean?p. 43
    Work Motivation
    Motivating the Simpsonsp. 45
    Work vs. Playp. 49
    Mega Manufacturingp. 53
    Motivating Performance: Goal Setting and Reward Systems
    The Brady Bunch Experience Equity Theoryp. 57
    Team Ring-Toss--An Experiential Exercisep. 61
    Work Stress
    Assessing Your Level of Stressp. 65
    Strategies for Managing Stressp. 75
    Group and Team Behavior
    Tower of Team Powerp. 83
    Wilderness Survivalp. 87
    Merger at Mother Hubbard Shoesp. 93
    Windsock, Inc.p. 95
    Tilt! An Exercise in Team Learning Under Competitive Conditionsp. 99
    Power and Political Behavior
    Empowermentp. 103
    Experiencing Influence Stylesp. 117
    A Simple--But Powerful--Power Simulationp. 119
    Conflict and Negotiation
    Management of Differencesp. 121
    Ugli Orange Casep. 131
    Border Disputep. 133
    Prisoner's Dilemma: An Intergroup Competitionp. 135
    Leadership: Foundations
    Take Me to Your Leader--An Imaginative Reflectionp. 137
    Path-Goal Leadership: The Pat Howard Role Playp. 143
    Leadership Role Plays: Using Coaching and Counseling Skillsp. 153
    Leadership: Contemporary Developments
    Leadership: Its Essencep. 155
    Ten Minutes Until Crunch Time--A Role Playp. 157
    The Teledon Industries Role Playp. 159
    The President's Decision: A Role Playp. 161
    Interpersonal Communication
    Poor Listening Habits: Identifying and Improving Themp. 165
    Feedback: Interpersonal Relationships in Groupsp. 169
    Decision-Making in Organizations
    Improving Organizational Decision-Makingp. 171
    Minute Memosp. 177
    Job Design
    Job Design Exercisesp. 185
    Emily Fife and Learning a Livingp. 191
    Organization Design
    The Four Frames Model: Analyzing a Hospital Department Consolidationp. 195
    The Honda Case: Designing for Qualityp. 201
    Words-In-Sentences Companyp. 207
    Organizational Culture
    Organizational Culture Assessmentp. 213
    Decisions at R. J. P. and B. Advertisingp. 219
    Organizational Change
    Force Field Analysisp. 221
    An Ancient Talep. 225
    Creativity
    Tolerance for Ambiguityp. 227
    Adaptors and Innovatorsp. 231
    Developing Vivid Languagep. 235
    Management of Diversity
    Becoming a Minority: Being Exposed to Cultural Diversityp. 237
    Understanding Race and Gender Differencesp. 241
    What's in a Name: Cultural Meaningsp. 243
    International Cross-Cultural Management
    Lao Bao'sp. 245
    The Owl: Cross-Cultural Sensitivityp. 253
    Values and Ethics
    Moral Dilemmasp. 255
    Ethics in International Businessp. 261
    Integrative Cases and Exercises
    SSS Software: An In-Basket Exercisep. 265
    Organization Learning: Humpty Dumpty Takes a Fallp. 277
    Casual Togs, Inc.p. 279
    The Pleasure Boat Shipyardp. 287
    The Leadership Self-Study Projectp. 291
    Professional Skills Assessmentp. 293
    Synthesis: Would You Hire Pat Howard?p. 299
    Readings
    Instructions to New Groupsp. 301
    An Introduction to Casesp. 304
    A Model for the Development of Skillsp. 308
    Participating in Role Playsp. 309
    Learning from Inventoriesp. 310
    Giving and Receiving Feedbackp. 311
    Analysis of Team or Group Effectivenessp. 313
    On Using the Classroom as an Organizationp. 315
    Effective Group Participant Peer Evaluation (BARS Format)p. 317
    Jung's Personality Typologyp. 321
    Observing and Understanding Group Processesp. 328
    Change Itself Is Changingp. 334
    Roles and Other Confidential Information
    The Teledon Industries Role Play--Role Description for Kim Woodhallp. 335
    Ugli Orange Case--Role Description for Dr. Rolandp. 337
    Coaching and Counseling--Role Description for Pat Jones, Supervisorp. 338
    The President's Decision--Role Description for John/Joan Wardp. 340
    Path-Goal Leadership: The Pat Howard Role Play--Role Description for Pat Howard, Manager, Round 1p. 341
    Border Dispute--TOP SECRET: Arak Negotiation Informationp. 342
    Experiencing Influence Styles--Role Description for Dale Williamsp. 346
    Ugli Orange Case--Role Description for Dr. Jonesp. 347
    Path-Goal Leadership: The Pat Howard Role Play--Role Descriptions for Subordinates, Round 1p. 348
    Incongruent Perceptions--The Case of the "Other Systems Group": Part IIbp. 350
    The President's Decision--Role Description for William/Wanda Carsonp. 351
    The Teledon Industries Role Play--Description for Robin Gerrityp. 352
    The President's Decision--Role Description for James/Jane Jacksonp. 353
    Experiencing Influence Styles--Role Descriptions for Subordinatesp. 354
    Border Dispute--Scoring Protocolp. 355
    Path-Goal Leadership: The Pat Howard Role Play--Role Description for Pat Howard, Manager, Round 2p. 356
    Coaching and Counseling--Role Description for Robin Smith, Subordinatep. 357
    The Owl: Cross-Cultural Sensitivity--Role Description for X-iansp. 359
    Poor Listening Habits: ABC Listening Sheetp. 361
    The President's Decision--Role Description for Russell/Rita Haneyp. 362
    Path-Goal Leadership: The Pat Howard Role Play--Role Descriptions for Subordinates, Round 2p. 363
    Border Dispute--TOP SECRET: Barkan Negotiation Informationp. 365
    Coaching and Counseling--Role Description for Observerp. 369
    The Owl: Cross-Cultural Sensitivity--Role Description for Americans/Westernersp. 372
    Poor Listening Habits: NL Sheetp. 373
    Merger at Mother Hubbard Shoes--Chris Petersp. 374
    Incongruent Perceptions--The Case of the "Other Systems Groups": Part IIap. 375
    The Teledon Industries Role Play--Description for Chris Reillyp. 376
    Merger at Mother Hubbard Shoes--Pat Johnsonp. 377
    Border Dispute--Treatyp. 378
    Table of Contents provided by Syndetics. All Rights Reserved.

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