{"text_format":"2","workbook":"xls","n_sheets":1,"sheets":["report2"],"not_rendered":{"charts":0,"images":0,"macros":0,"external_links":1,"defined_names":1,"comments":0,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"run_cost":"one","rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900","formulas":"cached_only"}

{"sheet":"report2","index":0,"n_rows":26,"n_cols":5,"rows_kept":26,"cut":false,"hidden":false,"merged":[[0,2,0,3],[0,4,0,5],[1,2,1,3],[1,4,1,5],[2,2,2,3],[2,4,2,5],[3,2,3,3],[5,2,5,3],[6,2,6,3],[7,2,7,3],[8,2,8,3],[9,2,9,3],[10,2,10,3],[11,2,11,3],[12,2,12,3],[15,2,15,3]],"flags":["formulas_cached_only"]}
[null,"1.","Record Nr.",null,"UNINA9910154768603321"]
[null,null,"Autore",null,"Robbins Stephen P."]
[null,null,"Titolo",null,"Essentials of organizational behavior / / Stephen P. Robbins, Timothy A. Judge"]
[null,null,"Pubbl/distr/stampa",null,"Boston, Massachusetts : , : Pearson, , 2016"]
[{"$nulls":4},"©2016"]
[null,null,"ISBN",null,"1-292-09008-1"]
[null,null,"Edizione",null,"[Thirteenth edition, global edition.]"]
[null,null,"Descrizione fisica",null,"1 online resource (384 pages) : color illustrations, charts"]
[null,null,"Collana",null,"Always Learning"]
[null,null,"Disciplina",null,"302.35"]
[null,null,"Soggetti",null,"Organizational behavior"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Includes index."]
[null,null,"Nota di contenuto",null,"Essentials of Organizational Behavior -- Half Title Page -- Title Page -- Copyright -- BRIEF CONTENTS -- CONTENTS -- PREFACE -- ACKNOWLEDGMENTS -- ABOUT THE AUTHORS -- PART 1:  Introduction -- Chapter 1: What Is Organizational Behavior? -- THE IMPORTANCE OF INTERPERSONAL SKILLS -- ENTER ORGANIZATIONAL BEHAVIOR -- COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY -- Big Data -- DISCIPLINES THAT CONTRIBUTE TO THE OB FIELD -- Psychology -- Social Psychology -- Sociology -- Anthropology -- THERE ARE FEW ABSOLUTES IN OB -- CHALLENGES AND OPPORTUNITIES FOR OB -- Responding to Economic Pressures -- Responding to Globalization -- Managing Workforce Diversity -- Improving Customer Service -- Improving People Skills -- Working in Networked Organizations -- Enhancing Employee Well-Being at Work -- Creating a Positive Work Environment -- Improving Ethical Behavior -- COMING ATTRACTIONS: DEVELOPING AN OB MODEL -- An Overview -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- PART 2: Understanding Yourself and Others -- Chapter 2: Workplace Diversity -- DIVERSITY -- Demographic Characteristics of the U.S. Workforce -- Levels of Diversity -- Discrimination -- BIOGRAPHICAL CHARACTERISTICS -- Age -- Sex -- Race and Ethnicity -- Disability -- Other Biographical Characteristics: Tenure, Religion, Sexual Orientation and Gender Identity, and Cultural Identity -- Ability -- INTELLECTUAL ABILITIES -- PHYSICAL ABILITIES -- The Role of Disabilities -- IMPLEMENTING DIVERSITY MANAGEMENT STRATEGIES -- Attracting, Selecting, Developing, and Retaining Diverse Employees -- Diversity in Groups -- Effective Diversity Programs -- SUMMARY -- IMPLICATIONS FOR "]
[{"$nulls":4},"MANAGERS -- Chapter 3: Attitudes -- ATTITUDES -- What Are the Main Components of Attitudes? -- Does Behavior Always Follow from Attitudes? -- Moderating Variables -- WHAT ARE THE MAJOR JOB ATTITUDES? -- Job Satisfaction -- Job Involvement."]
[{"$nulls":4},"Organizational Commitment -- Perceived Organizational Support -- Employee Engagement -- JOB SATISFACTION -- Measuring Job Satisfaction -- How Satisfied Are People in Their Jobs? -- What Causes Job Satisfaction? -- THE IMPACT OF SATISFIED AND DISSATISFIED EMPLOYEES ON THE WORKPLACE -- Job Satisfaction and Job Performance -- Job Satisfaction and OCB -- Job Satisfaction and Customer Satisfaction -- Job Satisfaction and Absenteeism -- Job Satisfaction and Turnover -- Job Satisfaction and Workplace Deviance -- Managers Often \"Don't Get It\" -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- Chapter 4: Emotions at Work -- WHAT ARE EMOTIONS AND MOODS? -- The Basic Emotions -- The Basic Moods: Positive and Negative Affect -- Experiencing Moods and Emotions -- THE FUNCTION OF EMOTIONS AND MOODS -- Do Emotions Make Us Irrational? -- Do Emotions Make Us Ethical? -- SOURCES OF EMOTIONS AND MOODS -- Potential Influences on Moods and Emotions -- EMOTIONAL LABOR -- AFFECTIVE EVENTS THEORY -- EMOTIONAL INTELLIGENCE -- The Case for EI -- The Case Against EI -- EMOTION REGULATION -- OB APPLICATIONS OF EMOTIONS AND MOODS -- Selection -- Decision Making -- Creativity -- Motivation -- Leadership -- Negotiation -- Customer Service -- Job Attitudes -- Deviant Workplace Behaviors -- Safety and Injury at Work -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- Chapter 5: Values and Personality -- PERSONALITY -- What Is Personality? -- DOMINANT PERSONALITY FRAMEWORKS -- The Myers-Briggs Type Indicator -- The Big Five Personality Model -- OTHER PERSONALITY FRAMEWORKS -- The Dark Triad -- Approach-Avoidance -- OTHER PERSONALITY TRAITS RELEVANT TO OB -- Core Self-Evaluations -- Self-Monitoring -- Proactive Personality -- PERSONALITY AND SITUATIONS -- Situation Strength Theory -- Trait Activation Theory -- VALUES -- The Importance and Organization of Values -- Terminal versus Instrumental Values."]
[{"$nulls":4},"LINKING AN INDIVIDUAL'S PERSONALITY AND VALUES TO THE WORKPLACE -- Person-Job Fit -- Person-Organization Fit -- INTERNATIONAL VALUES -- Hofstede's Framework -- The GLOBE Framework -- Comparison of Hofstede's Framework and the GLOBE Framework -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- Chapter 6: Perception and Decision Processes -- WHAT IS PERCEPTION? -- Factors That Influence Perception -- PERSON PERCEPTION: MAKING JUDGMENTS ABOUT OTHERS -- Attribution Theory -- Common Shortcuts in Judging Others -- THE LINK BETWEEN PERCEPTION AND INDIVIDUAL DECISION MAKING -- DECISION MAKING IN ORGANIZATIONS -- The Rational Model, Bounded Rationality, and Intuition -- COMMON BIASES AND ERRORS IN DECISION MAKING -- Overconfidence Bias -- Anchoring Bias -- Confirmation Bias -- Availability Bias -- Escalation of Commitment -- Risk Aversion -- Hindsight Bias -- ORGANIZATIONAL CONSTRAINTS ON DECISION MAKING -- Performance Evaluation -- Reward Systems -- Formal Regulations -- System-Imposed Time Constraints -- Historical Precedents -- WHAT ABOUT ETHICS IN DECISION MAKING? -- Three Ethical Decision Criteria -- CREATIVITY IN ORGANIZATIONS -- Creative Behavior -- Causes of Creative Behavior -- Creative Outcomes (Innovation) -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- PART 3: Motivating Others -- Chapter 7: The Basics of Motivation -- DEFINING MOTIVATION -- EARLY THEORIES OF MOTIVATION -- Hierarchy of "]
[{"$nulls":4},"Needs Theory -- Theory X and Theory Y -- Two-Factor Theory -- McClelland's Theory of Needs -- CONTEMPORARY THEORIES OF MOTIVATION -- Self-Determination Theory -- Goal-Setting Theory -- OTHER CONTEMPORARY THEORIES OF MOTIVATION -- Self-Efficacy Theory -- Equity Theory/Organizational Justice -- Expectancy Theory -- WORKPLACE MOTIVATION -- Job Engagement -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- Chapter 8: Applied Motivation."]
[{"$nulls":4},"MOTIVATING BY JOB DESIGN: THE JOB CHARACTERISTICS MODEL -- The Job Characteristics Model -- HOW CAN JOBS BE REDESIGNED? -- Job Rotation -- Job Enrichment -- Relational Job Design -- ALTERNATIVE WORK ARRANGEMENTS -- Flextime -- Job Sharing -- Telecommuting -- EMPLOYEE INVOLVEMENT -- Examples of Employee Involvement Programs -- Linking Employee Involvement Programs and Motivation Theories -- USING PAY TO MOTIVATE EMPLOYEES -- What to Pay: Establishing a Pay Structure -- How to Pay: Rewarding Individual Employees through Variable-Pay Programs -- USING BENEFITS TO MOTIVATE EMPLOYEES -- Flexible Benefits: Developing a Benefits Package -- USING INTRINSIC REWARDS TO MOTIVATE EMPLOYEES -- Employee Recognition Programs -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- PART 4: Communicating in Groups and Teams -- Chapter 9: Communication at Work -- THE COMMUNICATION PROCESS -- DIRECTION OF COMMUNICATION -- Downward Communication -- Upward Communication -- Lateral Communication -- ORGANIZATIONAL COMMUNICATION -- Formal Small-Group Networks -- The Grapevine -- MODES OF COMMUNICATION -- Oral Communication -- Written Communication -- Nonverbal Communication -- CHOICE OF COMMUNICATION CHANNEL -- Channel Richness -- Choosing Communication Methods -- Information Security -- PERSUASIVE COMMUNICATION -- Automatic and Controlled Processing -- Interest Level -- Prior Knowledge -- Personality -- Message Characteristics -- BARRIERS TO EFFECTIVE COMMUNICATION -- Filtering -- Selective Perception -- Information Overload -- Emotions -- Language -- Silence -- Communication Apprehension -- Lying -- GLOBAL IMPLICATIONS -- Cultural Barriers -- Cultural Context -- A Cultural Guide -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- Chapter 10: From Groups to Teams -- WHY HAVE TEAMS BECOME SO POPULAR? -- DIFFERENCES BETWEEN GROUPS AND TEAMS -- TYPES OF TEAMS -- Problem-Solving Teams."]
[{"$nulls":4},"Self-Managed Work Teams -- Cross-Functional Teams -- Virtual Teams -- Multiteam Systems -- CREATING EFFECTIVE TEAMS -- Context: What Factors Determine Whether Teams Are Successful -- Team Composition -- Team Processes -- TURNING INDIVIDUALS INTO TEAM PLAYERS -- Selecting: Hiring Team Players -- Training: Creating Team Players -- Rewarding: Providing Incentives to Be a Good Team Player -- BEWARE! TEAMS AREN'T ALWAYS THE ANSWER -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- Chapter 11: Key Group Concepts -- DEFINING AND CLASSIFYING GROUPS -- The Five-Stage Model -- An Alternative Model for Temporary Groups with Deadlines -- GROUP PROPERTY 1: ROLES -- Role Perception -- Role Expectations -- Role Conflict -- GROUP PROPERTY 2: NORMS -- Norms and Behavior -- Conformity -- Deviant Workplace Behavior -- GROUP PROPERTY 3: STATUS -- What Determines Status? -- Status and Norms -- Status and Group Interaction -- GROUP PROPERTY 4: SIZE -- GROUP PROPERTY 5: COHESIVENESS -- GROUP PROPERTY 6: DIVERSITY -- Faultlines -- GROUP DECISION MAKING -- Groups versus the Individual -- Groupthink and Groupshift -- GROUP DECISION-MAKING TECHNIQUES -- SUMMARY -- IMPLICATIONS FOR MANAGERS -- PART 5: Exercising Influence -- Chapter 12: Leadership and Trust -- WHAT IS LEADERSHIP? "]
[{"$nulls":4},"-- TRAIT THEORIES -- BEHAVIORAL THEORIES -- Summary of Trait Theories and Behavioral Theories -- CONTINGENCY THEORIES -- The Fiedler Model -- Other Contingency Theories -- CHARISMATIC LEADERSHIP AND TRANSFORMATIONAL LEADERSHIP -- Charismatic Leadership -- Transformational Leadership -- AUTHENTIC LEADERSHIP: ETHICS AND TRUST -- What Is Authentic Leadership? -- Ethical Leadership -- Servant Leadership -- Trust and Leadership -- What Are the Consequences of Trust? -- LEADING FOR THE FUTURE: MENTORING -- Mentoring -- CHALLENGES TO THE LEADERSHIP CONSTRUCT -- Leadership as an Attribution."]
[{"$nulls":4},"Substitutes for and Neutralizers of Leadership."]
[null,null,null,"Sommario/riassunto","For courses in Organizational Behavior.     Essentials of Organizational Behavior is a comprehensive work that covers key concepts of the Organizational Behavior field while remaining brief in length and easy to absorb. Teaching students how to understand and interact with people in real organizations, the Thirteenth Edition is an engaging, informative and interesting text that draws many connections to future careers in OB.      Essentials of Organizational Behavior helps students retain and relate only the most necessary information and experiences of Organizational Behavior to their own lives and future careers. Its brevity and coverage of essential concepts allows for a source material that is easily adaptable to a broad range of students and courses.   Also available with MyManagementLab  MyManagementLab is an online homework, tutorial, and assessment program designed to work with this text to engage students and improve results. Within its structured environment, students practice what they learn, test their understanding, and pursue a personalized study plan that helps them better absorb course material and understand difficult concepts.     Please note that the product you are purchasing does not include MyManagementLab.      MyManagementLab     Join over 11 million students benefiting from Pearson MyLabs.  This title can be supported by MyManagementLab, an online homework and tutorial system designed to test and build your understanding. Would you like to use the power of MyManagementLab to accelerate your learning?  You need both an access card and a course ID to access MyManagementLab.     These are the steps you need to take:     1.  Make sure that your lecturer is already using the system   Ask your lecturer before purchasing a MyLab product as you will need a course ID from them before"]
[{"$nulls":4},"you can gain access to the system.  2.  Check whether an access card has been included with the book at a reduced cost   If it has, it will be on the inside back cover of the book.  3. If you have a course ID but no access code, you can benefit from MyManagementLab at a reduced price by purchasing a pack containing a copy of the book and an access code for MyManagementLab (ISBN:9781292090184)  4.  If your lecturer is using the MyLab and you would like to purchase the product... Go to www.mymanagementlab.com to buy access to this interactive study programme.    For educator access, contact your Pearson representative. To find out who your Pearson representative is, visit www.pearsoned.co.uk/replocator."]