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| About the Author | |
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| Preface | |
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| Organizational Behavior: Why People Matter to Organizations | |
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| Managers Get Results with and through Others | |
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| A Skills Profile for Managers | |
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| Importance of Ethical Behavior | |
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| The Global Context: Cultural Differences | |
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| Twenty-first-Century Managers | |
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| Roots of Organizational Behavior as a Discipline | |
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| Disciplines of Organizational Behavior | |
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| Historical Roots: The Human Relations Movement | |
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| Total Quality Management | |
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| Contingency Approach to Management | |
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| New Directions in OB | |
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| The Age of Human and Social Capital | |
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| Positive Organizational Behavior | |
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| The Internet Revolution and OB | |
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| Managing Individuals in Organizations | |
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| Perception and Diversity: Why Viewpoints Differ | |
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| A Social Information Processing Model of Perception | |
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| Selective Attention/Comprehension | |
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| Encoding and Simplification | |
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| Storage and Retention | |
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| Retrieval and Response | |
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| Cultural Influences: Perceptions of Time | |
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| Managerial Implications | |
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| Causal Attributions | |
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| Kelley's Model of Attribution | |
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| Attributional Tendencies | |
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| Defining and Managing Diversity | |
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| Affirmative Action and Managing Diversity | |
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| Diversity in the Workforce | |
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| Organizational Practices That Effectively Manage Diversity | |
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| Barriers and Challenges | |
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| Diversity Initiatives | |
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| Individual Differences: What Makes Employees Unique | |
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| From Self-Concept to Self-Management | |
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| Self-Esteem | |
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| Self-Efficacy | |
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| Self-Monitoring | |
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| Self-Management: A Social Learning Model | |
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| Personality Dynamics | |
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| The Big Five Personality Dimensions | |
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| Locus of Control: Self or Environment? | |
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| Attitudes | |
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| Intelligence and Cognitive Abilities | |
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| Organizational Behavior Gets Emotional | |
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| Positive and Negative Emotions | |
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| Moods Are Contagious | |
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| Emotional Labor | |
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| Emotional Intelligence | |
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| Motivation in Theory: What Makes Employees Try Harder | |
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| Content Theories of Motivation | |
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| Maslow's Need Hierarchy Theory | |
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| Alderfer's ERG Theory | |
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| McClelland's Need Theory | |
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| Herzberg's Motivator-Hygiene Theory | |
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| Process Theories of Motivation | |
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| Equity Theory | |
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| Expectancy Theory | |
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| Motivation through Goal Setting | |
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| Motivating Employees through Job Design | |
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| Mechanistic Approach | |
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| Motivational Approaches | |
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| Biological and Perceptual-Motor Approaches | |
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| Putting Motivational Theories to Work | |
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| Motivation in Practice: How to Bring out the Best in People | |
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| Goal Setting | |
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| Types of Goals | |
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| Management by Objectives | |
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| Goal-Setting Process | |
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| Feedback | |
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| Functions of Feedback | |
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| Recipients of Feedback | |
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| Nontraditional Feedback: Upward and 360 Degrees | |
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| Organizational Reward Systems | |
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| Reward Systems | |
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| Intrinsic Rewards | |
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| Extrinsic Rewards | |
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| Positive Reinforcement | |
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| Contingent Consequences | |
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| Schedules of Reinforcement | |
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| Behavior Shaping | |
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| Managing Groups and Making Decisions in Organizations | |
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| Groups and Teamwork: How Groups Work and How to Lead Them | |
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| Fundamentals of Group Behavior | |
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| Formal and Informal Groups | |
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| Group Development | |
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| Group Member Roles | |
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| Norms | |
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| Teams, Trust, and Teamwork | |
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| Teams: More Than Just a Group | |
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| Developing Teamwork Competencies | |
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| Trust: A Key Ingredient of Teamwork | |
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| Self-Managed Teams | |
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| Virtual Teams | |
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| Threats to Group and Team Effectiveness | |
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| Groupthink | |
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| Social Loafing | |
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| Decision Making: How Individuals and Groups Arrive at Decisions | |
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| Models of Decision Making | |
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| The Rational Model | |
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| Simon's Normative Model | |
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| Dynamics of Decision Making | |
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| Improving Decision Making through Effective Knowledge Management | |
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| General Decision-Making Styles | |
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| Escalation of Commitment | |
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| Creativity | |
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| Group Decision Making | |
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| Group Involvement in Decision Making | |
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| Advantages and Disadvantages of Group-Aided Decision Making | |
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| Participative Management | |
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| Group Problem-Solving Techniques | |
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| Conflict and Negotiation: Why Conflict Arises and What to Do about It | |
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| A Modern View of Conflict | |
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| A Conflict Continuum | |
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| Functional versus Dysfunctional Conflict | |
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| Antecedents of Conflict | |
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| Why People Avoid Conflict | |
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| Desired Outcomes of Conflict | |
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| Major Forms of Conflict | |
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| Personality Conflicts | |
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| Intergroup Conflict | |
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| Cross-Cultural Conflict | |
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| Managing Conflict | |
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| Programming Functional Conflict | |
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| Alternative Styles for Handling Dysfunctional Conflict | |
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| Third-Party Interventions: Alternative Dispute Resolution | |
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| Negotiating | |
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| Basic Types of Negotiation | |
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| Added-Value Negotiation | |
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| Applying Negotiation Skills: How to Negotiate Your Pay and Benefits | |
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| Managing Processes of Organizations | |
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| Communication: How to Get Messages Across-Online and Off | |
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| Dimensions of the Communication Process | |
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| A Perceptual Process Model of Communication | |
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| Communication Distortion between Managers and Employees | |
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| Interpersonal Communication | |
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| Assertiveness, Aggressiveness, and Nonassertiveness | |
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| Sources of Nonverbal Communication | |
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| Active Listening | |
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| Communication Styles of Women and Men | |
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| Communication in the Computerized Information Age | |
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| Internet, Intranets, and Extranets | |
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| Electronic Mail and Instant Messaging | |
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| Blogs | |
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| Videoconferencing | |
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| Group Support Systems | |
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| Telecommuting | |
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| Barriers to Effective Communication | |
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| Process Barriers | |
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| Personal Barriers | |
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| Cultural Barriers: High- and Low-Context Cultures | |
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| Physical Barriers | |
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| Semantic Barriers | |
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| Power and Politics: How People Influence One Another | |
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| Influencing Others | |
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| Generic Influence Tactics | |
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| Influence Outcomes | |
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| Practical Research Insights | |
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| Strategic Alliances and Reciprocity | |
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| Social Power and Empowerment | |
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| Bases of Power | |
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| Practical Lessons from Research | |
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| Employee Empowerment | |
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| Organizational Politics and Impression Management | |
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| Definition and Domain of Organizational Politics | |
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| Impression Management | |
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| Keeping Organizational Politics in Check | |
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| Leadership: What Makes an Effective Leader | |
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| What Does Leadership Involve? | |
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| Trait and Behavioral Theories of Leadership | |
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| Trait Theory | |
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| Behavioral Styles Theory | |
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| Situational Theories | |
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| Fiedler's Contingency Model | |
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| Path-Goal Theory | |
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| The Full-Range Model of Leadership: From Transactional to Transformational Leadership | |
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| How Transformational Leadership Transforms Followers | |
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| Research and Managerial Implications | |
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| Additional Perspectives on Leadership | |
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| International Leadership: Lessons from the GLOBE Project | |
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| The Leader-Member Exchange Model of Leadership | |
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| Shared Leadership | |
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| Servant-Leadership | |
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| Level 5 Leadership | |
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| Meeting Organizational Challenges | |
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| Organizational Culture: How Organizations Create and Transmit a Culture | |
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| Organizational Culture: Definition and Context | |
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| Dynamics of Organizational Culture | |
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| Layers of Organizational Culture | |
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| Functions of Organizational Culture | |
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| Types of Organizational Culture | |
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| Outcomes Associated with Organizational Culture | |
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| How Cultures Are Embedded in Organizations | |
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| The Organizational Socialization Process | |
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| Phases of Organizational Socialization | |
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| Practical Application of Socialization Research | |
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| Embedding Organizational Culture through Mentoring | |
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| Functions of Mentoring | |
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| Developmental Networks That Underlie Mentoring | |
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| Personal and Organizational Implications | |
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| Organizational Design: How a Structure Connects Employees and Tasks | |
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| Organizations: Definition and Dimensions | |
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| What Is an Organization? | |
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| Organization Charts: Dimensions of an Organization's Structure | |
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| Organizational Metaphors | |
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| Needed: Open-System Thinking | |
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| Organizations as Military/Mechanical Bureaucracies | |
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| Organizations as Biological Systems | |
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| Organizations as Cognitive Systems | |
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| Striving for Organizational Effectiveness | |
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| Generic Effectiveness Criteria | |
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| Mixing Effectiveness Criteria: Practical Guidelines | |
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| The Contingency Approach to Designing Organizations | |
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| Mechanistic versus Organic Organizations | |
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| New-Style versus Old-Style Organizations | |
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| Virtual Organizations | |
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| Change and Learning Organizations: How to thrive in a Turbulent World | |
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| Forces of Change | |
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| External Forces | |
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| Internal Forces | |
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| Models of Planned Change | |
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| Lewin's Change Model | |
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| A Systems Model of Change | |
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| Steps for Leading Organizational Change | |
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| Organization Development | |
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| Resistance to Change | |
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| Why Employees Resist Change | |
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| Strategies for Overcoming Resistance to Change | |
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| Creating a Learning Organization | |
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| Organizational Learning and Learning Organizations | |
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| Building an Organization's Learning Capability | |
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| Leadership: Foundation of a Learning Organization | |
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| Unlearning the Organization | |
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| End Notes | |
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| Glossary | |
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| Index | |