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Cover -- Contents -- Preface -- PART 1 Introduction to Organizational Behavior -- Chapter 1 The Field of Organizational Behavior -- PREVIEW CASE: The Talented Chief of Taleo -- Organizational Behavior: Its Basic Nature -- What Is the Field of Organizational Behavior All About? -- Why Is It Important to Know About OB? -- What Are the Field's Fundamental Assumptions? -- OB Recognizes the Dynamic Nature of Organizations -- OB Assumes There Is No "One Best" Approach -- OB Then and Now: A Capsule History -- The Early Days: Scientific Management and the Hawthorne Studies -- Classical Organizational Theory -- Late Twentieth Century: Organizational Behavior as a Social Science -- OB in Today's Infotech Age -- OB Responds to the Rise of Globalization and Diversity -- International Business and the Global Economy -- The Shifting Demographics of the Workforce: Trends Toward Diversity -- OB Responds to Advances in Technology -- Leaner Organizations: Downsizing and Outsourcing -- The Virtual Organization -- Telecommuting: Going to Work Without Leaving Home -- OB Is Responsive to People's Changing Expectations -- Employees and Employers Desire Engagement -- In Search of Flexibility: Responding to Needs of Employees -- Summary and Review of Learning Objectives -- Points to Ponder -- Experiencing OB -- Practicing OB -- CASE IN POINT: Floyd's Barbershop: A Cut Above the Rest -- Special Sections -- TODAY'S DIVERSE AND GLOBAL ORGANIZATIONS: What's in a Name? It Depends Where You Live -- OB IN PRACTICE: Telecommuting as a Business Continuity Strategy -- THE ETHICS ANGLE: Are I-Deals Unfair? -- Chapter 2 Organizational Justice, Ethics, and Corporate Social Responsibility -- PREVIEW CASE: A Huge Day's Pay for a Seriously Bad Day's Work -- Organizational Justice: Fairness Matters -- Two Important Points to Keep in Mind.
Forms of Organizational Justice and Their Effects -- A Neurological Basis for Responses to Injustice -- Strategies for Promoting Organizational Justice -- Pay Workers What They Deserve -- Offer Workers a Voice -- Explain Decisions Thoroughly and in a Manner Demonstrating Dignity and Respect -- Train Workers to Be Fair -- Ethical Behavior in Organizations: Its Fundamental Nature -- What Do We Mean by Ethics? -- Ethics and the Law -- Why Do Some People Behave Unethically, at Least Sometimes-and What Can Be Done About It? -- Individual Differences in Cognitive Moral Development -- Situational Determinants of Unethical Behavior -- Using Corporate Ethics Programs to Promote Ethical Behavior -- Components of Corporate Ethics Programs -- The Effectiveness of Corporate Ethics Programs -- Ethics in the International Arena -- Ethical Relativism and Ethical Imperialism: Two Extreme Positions -- Three Guiding Principles of Global Ethics -- Beyond Ethics: Corporate Social Responsibility -- What Is Corporate Social Responsibility? -- Forms of Socially Responsible Behavior -- Profitability and Social Responsibility: The Virtuous Circle -- Summary and Review of Learning Objectives -- Points to Ponder -- Experiencing OB -- Practicing OB -- CASE IN POINT: HP = Hidden Pretexting? What Did in Dunn? -- Special Sections -- THE ETHICS ANGLE: Making A Business Case for Ethical Behavior -- OB IN PRACTICE: Using Ethics Audits to Monitor the Triple Bottom Line -- TODAY'S DIVERSE AND GLOBAL ORGANIZATIONS: Nike Turns the Tables on Critics of Employee Conditions -- VIDEO CASES: Global Business at KPMG -- Social Responsibility at Terra Cycle -- Work/Life Balance -- PART 2 Basic Human Processes -- Chapter 3 Perception and Learning: Understanding and Adapting to the Work Environment -- PREVIEW CASE: In Tune for Success.
Social Perception and Social Identity: Understanding Others and Ourselves -- Social Perception: What Are Others Like? -- Social Identity: Who Am I? -- The Attribution Process: Judging the Causes of Others' Behavior -- Making Correspondent Inferences: Using Acts to Judge Dispositions -- Causal Attribution of Responsibility: Answering the Question "Why?" -- Perceptual Biases: Systematic Errors in Perceiving Others -- The Fundamental Attribution Error -- The Halo Effect: Keeping Perceptions Consistent -- The Similar-to-Me Effect: "If You're Like Me, You Must Be Pretty Good" -- Selective Perception: Focusing on Some Things While Ignoring Others -- First-Impression Error: Confirming One's Expectations -- Self-Fulfilling Prophecies: The Pygmalion Effect and the Golem Effect -- Stereotyping: Fitting People into Categories -- Why Do We Rely on Stereotypes? -- The Dangers of Using Stereotypes in Organizations -- Perceiving Others: Organizational Applications -- Employment Interviews: Managing Impressions to Prospective Employers -- Performance Appraisal: Formal Judgments About Job Performance -- Learning: Adapting to the World Around Us -- Operant Conditioning: Learning Through Rewards and Punishments -- Observational Learning: Learning by Imitating Others -- Training: Learning and Developing Job Skills -- Varieties of Training Methods -- Principles of Learning: Keys to Effective Training -- Organizational Practices Using Reward and Punishment -- Organizational Behavior Management -- Discipline: Eliminating Undesirable Organizational Behaviors -- Summary and Review of Learning Objectives -- Points to Ponder -- Experiencing OB -- Practicing OB -- CASE IN POINT: Smiling Might Not Be Such a Safe Way to Treat Safeway Customers -- Special Sections -- OB IN PRACTICE: A Creative Approach to Avoiding Stereotyping.
TODAY'S DIVERSE AND GLOBAL ORGANIZATIONS: Performance Evaluations in the United States and Japan -- THE ETHICS ANGLE: Principles for Using Discipline Fairly-and Effectively, Too -- Chapter 4 Individual Differences: Personality, Skills, and Abilities -- PREVIEW CASE: Kenneth Chenault: An American Success at American Express -- Personality: Its Basic Nature -- What Is Personality? -- Personality and Situations: The Interactionist Approach -- How Is Personality Measured? -- Do Organizations Have Personalities Too? -- Major Work-Related Aspects of Personality: The "Big Five," Positive Versus Negative Affectivity, and Core Self-Evaluations -- The Big Five Dimensions of Personality: Our Most Fundamental Traits -- Positive and Negative Affectivity: Tendencies Toward Feeling Good or Bad -- Core Self-Evaluations: How Do We Think of Ourselves? -- Additional Work-Related Aspects of Personality -- Machiavellianism: Using Others to Get Ahead -- Achievement Motivation: The Quest for Excellence -- Morning Persons and Evening Persons -- Abilities and Skills: Having What It Takes to Succeed -- Intelligence: Three Major Types -- Physical Abilities: Capacity to Do the Job -- Social Skills: Interacting Effectively with Others -- Summary and Review of Learning Objectives -- Points to Ponder -- Experiencing OB -- Practicing OB -- CASE IN POINT: Howard Schultz: The Personality Behind Starbucks -- Special Sections -- OB IN PRACTICE: Boosting Employees' Self-Efficacy -- TODAY'S DIVERSE AND GLOBAL ORGANIZATIONS: Achievement Motivation and Economic Growth Around the World -- THE ETHICS ANGLE: Are IQ Tests Inherently Unethical? -- Chapter 5 Coping with Organizational Life: Emotions and Stress -- PREVIEW CASE: How to Beat Call-Center Stress -- Understanding Emotions and Mood -- Properties of Emotions -- Types of Emotions -- The Basic Nature of Mood.
The Role of Emotions and Mood in Organizations -- Are Happier People More Successful on Their Jobs? -- Why Are Happier Workers More Successful? -- Affective Events Theory -- Managing Emotions in Organizations -- Emotional Dissonance -- Controlling Anger (Before It Controls You) -- The Basic Nature of Stress -- Stressors in Organizations -- The Cognitive Appraisal Process -- Bodily Responses to Stressors -- Major Causes of Stress in the Workplace -- Occupational Demands -- Conflict Between Work and Nonwork -- Sexual Harassment: A Pervasive Problem in Work Settings -- Role Ambiguity: Stress from Uncertainty -- Overload and Underload -- Responsibility for Others: A Heavy Burden -- Lack of Social Support: The Costs of Isolation -- Adverse Effects of Organizational Stress -- Lowered Task Performance-But Only Sometimes -- Desk Rage -- Stress and Health: The Silent Killer -- Reducing Stress: What Can Be Done? -- Employee Assistance Programs and Stress Management Programs -- Wellness Programs -- Managing Your Own Stress -- Summary and Review of Learning Objectives -- Points to Ponder -- Experiencing OB -- Practicing OB -- CASE IN POINT: A Basketball Court Judge Faces a Federal Court Judge -- Special Sections -- OB IN PRACTICE: Managing Anger in the Workplace -- TODAY'S DIVERSE AND GLOBAL ORGANIZATIONS: Do Women and Men Respond Differently to Stress? -- THE ETHICS ANGLE: Companies and Employee Health: An Invitation for Big Brother? -- VIDEO CASES: Training and Development -- Managing Stress -- PART 3 The Individual in the Organization -- Chapter 6 Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment -- PREVIEW CASE: A Second Chance -- Attitudes: What are They? -- Basic Definitions -- Three Essential Components of Attitudes -- Prejudice and Discrimination: Negative Attitudes and Behavior Toward Others.
The Challenges of Organizational Demography.
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