| Autore |
Robbins Stephen P.
|
| Edizione | [Thirteenth edition, global edition.] |
| Pubbl/distr/stampa |
Boston, Massachusetts : , : Pearson, , 2016
|
| Descrizione fisica |
1 online resource (384 pages) : color illustrations, charts
|
| Disciplina |
302.35
|
| Collana |
Always Learning
|
| Soggetto topico |
Organizational behavior
|
| ISBN |
1-292-09008-1
|
| Formato |
Materiale a stampa  |
| Livello bibliografico |
Monografia |
| Lingua di pubblicazione |
eng
|
| Nota di contenuto |
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 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.
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.
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 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.
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.
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? -- 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.
Substitutes for and Neutralizers of Leadership.
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| Record Nr. | UNINA-9910154768603321 |
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Essentials of organizational behavior / / Stephen P. Robbins, Timothy A. Judge
