Organizational Behavior provides insight into OB concepts and processes through a first-of-its-kind active learning experience. Thinking Critically challenge questions tied to Bloom's taxonomy appear throughout each chapter, challenging you to apply, analyze, and create. Unique, engaging case narratives that span several chapters along with experiential exercises, self-assessments, and interviews with business professionals foster your abilities to think critically and creatively, highlight real-world applications, and bring OB concepts to life. The authors provide a "big picture" framework that illustrates how individual processes, team processes, influence processes, and organizational processes impact important organization outcomes such as individual performance, job satisfaction, team performance, and organizational performance. Rich with thought-provoking content and practical applications, you will walk away with critical thinking skills that help you make effective and thoughtful decisions. Key Features: *Critical-thinking approach equips you with the mindset and skills needed to thrive in today's complex organizations * Rich, extended case study narratives inspired by real people and real events illustrate OB concepts and critical thinking in action * A robust chapter on leadership examines classic leadership theories and timely approaches such as empowering leadership and servant leadership *A unique chapter on creativity and innovation explores how managers can use creativity to solve problems, motivate employees, and inspire teams. Get the SAGE edge! SAGE edge offers a robust online environment featuring an impressive array of free tools and resources for review, study, and further exploration, keeping both instructors and students on the cutting edge of teaching and learning. Learn more at edge.sagepub.com/neckob
Part 1. Introduction Chapter 1. Why Organizational Behavior Matters What Is Organizational Behavior and Why Is It Important? Managing Human Capital Behavioral Science Disciplines That Contribute to OB A Critical-Thinking Approach to OB OB Challenges and Opportunities Global Ethics Three Levels of Analysis in OB Positive OB and High-Involvement Management Part 2. Individual Processes Chapter 2. Diversity and Individual Differences Diversity in OB The Importance of Individual Differences Nature Versus Nurture Myers-Briggs Type Indicator and the Four Temperaments The Big Five Model Other Personality Attributes Chapter 3. Emotions, Attitudes, and Stress Emotions in Organizational Behavior Emotions in the Workplace Attitudes and Behavior Common Workplace Attitudes Stress in the Workplace Stress-Related Outcomes and Wellness Chapter 4. Perceptions and Learning Perception: Interpreting Our Environment Components of the Selection Process Why is Perception Important? Common Perceptual Distortions Common Attribution Errors Learning Processes: Behavioral Theory Learning Processes: The Cognitive View Chapter 5. Motivation: Concepts and Theoretical Perspectives The Motivation Process Needs Theories Equity Theory Goal-Setting Theory Expectancy Theory Chapter 6. Motivation: Practices and Applications Intrinsic Motivation Types of Extrinsic Rewards Motivation Through Job Design Psychological Empowerment Nontraditional Work Schedules Part 3. Teams and Teamwork Chapter 7. Teams Teams and Teamwork in Contemporary Organizations Types of Teams A Model of Team Effectiveness: Context and Composition A Model of Team Effectiveness: Processes and Outcomes Team Decision Making Chapter 8. Decision Making and Ethics Decision Making and Problem Solving A Rational Model of Decision Making Decision Making in the Real World Ethical Decision-Making Approaches Chapter 9. Creativity and Innovation Creativity and Innovation in Individuals, Teams, and Organizations A Three-Component Model of Creativity Support for Creativity in Organizations The Innovation Process Types of Innovation in Organizations Chapter 10. Conflict and Negotiation Conflict in Teams and Organizations Conflict Management Strategies Trust in Organizations Negotiation and Dispute Resolution Bargaining Approaches Part 4. Leadership and Influence Processes Chapter 11. Leadership Perspectives What is Leadership? Formal and Informal Leadership Basic Leadership Types Early Leadership Perspectives Contemporary Leadership Perspectives Power-Distributing Leadership Perspectives Values-Based Leadership Perspectives Cross-Cultural Leadership Leadership and Gender Chapter 12. Influence, Power, Politics Power: Definition and Overview Basic Sources of Power Using Power: Tactics for Influencing Others Consequences of Influence Tactics Organizational Politics Chapter 13. Effective Communication The Role of Effective Communication in Influencing Others Types of Communication Channels Barriers to Communication Communicating in Organizations Cross-Cultural Communication Part 5. Organizational Context Chapter 14. Organizational Culture Characteristics of Organizational Culture Artifacts of Organizational Culture Functions of Organizational Culture Types of Organizational Cultures Shaping Organizational Culture Chapter 15. Organizational Strategy Organizational Strategy Organizational Learning as a Strategic Process Globalization Adapting Organizational Practices Across Cultures International Assignments and Career Development Chapter 16. Organizational Change and Development The Change Process Forces for Change Resistance to Change Organizational Development Types of OD Change Interventions Chapter 17. Organizational Structure, Design, and Technology Organizational Structure Basic Organizing Concepts Types of Organizational Structures Organizational Design Integrating Technology Glossary Endnotes Self-Tests Name Index Subject Index
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