BOOK
Essentials of Organizational Behavior, Global Edition
Stephen P. Robbins | Timothy A. Judge
(2017)
Additional Information
Book Details
Abstract
For courses in organizational behavior.
A streamlined presentation of key organizational behavior concepts
Essentials of Organizational Behavior teaches students how to communicate and interact within organizations, through real-world scenarios. The text offers comprehensive coverage of key organizational behavior (OB) concepts, making each lesson engaging and easy to absorb. Students can use the book’s concepts to apply what they’ve learned to their own education, future career plans, and other organizational endeavors.
Currently used at more than 500 colleges and universities worldwide, Essentials of Organizational Behavior serves as a popular resource so students can learn and understand the most important concepts in OB. With updated research and the integration of contemporary global issues, the 14th Edition focuses on the most relevant OB concepts that resonate with students.
MyLabTM Management not included. Students, if MyLab is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyLab should only be purchased when required by an instructor. Instructors, contact your Pearson rep for more information.
MyLab Management 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.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Engage, Assess, Reflect | IFC-1 | ||
| Title Page | 3 | ||
| Copyright Page | 4 | ||
| Dedication | 5 | ||
| Brief Contents | 6 | ||
| Contents | 7 | ||
| Preface | 22 | ||
| Acknowledgments | 29 | ||
| Global Edition Acknowledgments | 29 | ||
| About the Authors | 30 | ||
| Part 1: An Introduction | 31 | ||
| Chapter 1: Welcome to the World of OB | 31 | ||
| Chapter Warm-up | 31 | ||
| Management and Organizational Behavior | 32 | ||
| Organizational Behavior (OB) Defined | 33 | ||
| Effective versus Successful Managerial Activities | 33 | ||
| Watch It—Herman Miller: Organizational Behavior | 34 | ||
| Complementing Intuition with Systematic Study | 34 | ||
| Big Data | 35 | ||
| Disciplines that Contribute to the OB Field | 36 | ||
| Psychology | 36 | ||
| Social Psychology | 36 | ||
| Sociology | 37 | ||
| Anthropology | 37 | ||
| There are few Absolutes in OB | 37 | ||
| Challenges and Opportunities for OB | 38 | ||
| Continuing Globalization | 38 | ||
| Workforce Demographics | 40 | ||
| Workforce Diversity | 40 | ||
| Social Media | 40 | ||
| Employee Well-Being at Work | 41 | ||
| Positive Work Environment | 41 | ||
| Ethical Behavior | 42 | ||
| Coming Attractions: Developing an OB Model | 42 | ||
| Overview | 42 | ||
| Inputs | 43 | ||
| Processes | 43 | ||
| Outcomes | 44 | ||
| Summary | 45 | ||
| Implications for Managers | 45 | ||
| Personal Inventory Assessments: Multicultural Awareness Scale | 46 | ||
| Part 2: Individual Differences | 47 | ||
| Chapter 2: Attitudes | 47 | ||
| Chapter Warm-up | 47 | ||
| Attitudes | 47 | ||
| Watch It—Gawker Media: Attitudes and Job Satisfaction | 49 | ||
| Attitudes and Behavior | 49 | ||
| Job Attitudes | 50 | ||
| Job Satisfaction and Job Involvement | 50 | ||
| Organizational Commitment | 50 | ||
| Perceived Organizational Support | 50 | ||
| Employee Engagement | 51 | ||
| Measuring Job Satisfaction | 51 | ||
| Approaches to Measurement | 52 | ||
| Measured Job Satisfaction Levels | 52 | ||
| What Causes Job Satisfaction? | 52 | ||
| Job Conditions | 53 | ||
| Personality | 54 | ||
| Pay | 54 | ||
| Corporate Social Responsibility (CSR) | 54 | ||
| Outcomes of Job Satisfaction | 55 | ||
| Job Performance | 55 | ||
| Organizational Citizenship Behavior (OCB) | 55 | ||
| Customer Satisfaction | 55 | ||
| Life Satisfaction | 56 | ||
| The Impact of Job Dissatisfaction | 56 | ||
| Counterproductive Work Behavior (CWB) | 56 | ||
| Understanding the Impact | 58 | ||
| Summary | 59 | ||
| Implications for Managers | 59 | ||
| Try It—Simulation: Attitudes & Job Satisfaction | 59 | ||
| Personal Inventory Assessments: Core Self-Evaluation (CSE) Scale | 59 | ||
| Chapter 3: Emotions | 60 | ||
| Chapter Warm-up | 60 | ||
| What Are Emotions and Moods? | 60 | ||
| The Basic Emotions | 61 | ||
| Moral Emotions | 62 | ||
| The Basic Moods: Positive and Negative Affect | 62 | ||
| Experiencing Moods and Emotions | 63 | ||
| The Function of Emotions | 63 | ||
| Sources of Emotions and Moods | 64 | ||
| Personality | 65 | ||
| Time of Day | 65 | ||
| Day of the Week | 65 | ||
| Weather | 65 | ||
| Stress | 67 | ||
| Sleep | 67 | ||
| Exercise | 67 | ||
| Age | 67 | ||
| Sex | 67 | ||
| Emotional Labor | 68 | ||
| Controlling Emotional Displays | 68 | ||
| Emotional Dissonance and Mindfulness | 69 | ||
| Affective Events Theory | 69 | ||
| Emotional Intelligence | 69 | ||
| Emotion Regulation | 71 | ||
| Emotion Regulation Influences and Outcomes | 71 | ||
| Emotion Regulation Techniques | 71 | ||
| Ethics of Emotion Regulation | 72 | ||
| Watch It—East Haven Fire Department: Emotions and Moods | 72 | ||
| OB Applications of Emotions and Moods | 72 | ||
| Selection | 72 | ||
| Decision Making | 73 | ||
| Creativity | 73 | ||
| Motivation | 73 | ||
| Leadership | 73 | ||
| Customer Service | 74 | ||
| Job Attitudes | 74 | ||
| Deviant Workplace Behaviors | 74 | ||
| Safety and Injury at Work | 75 | ||
| Summary | 75 | ||
| Implications for Managers | 75 | ||
| Try It—Simulation: Emotions & Moods | 76 | ||
| Personal Inventory Assessments: Emotional Intelligence Assessment 76 | 76 | ||
| Chapter 4: Personality Factors | 77 | ||
| Chapter Warm-up | 77 | ||
| Personality | 77 | ||
| What Is Personality? | 78 | ||
| Personality Frameworks | 79 | ||
| The Myers-Briggs Type Indicator | 79 | ||
| The Big Five Personality Model | 80 | ||
| How Do the Big Five Traits Predict Behavior at Work? | 81 | ||
| The Dark Triad | 82 | ||
| Other Personality Attributes Relevant to OB | 84 | ||
| Core Self-Evaluation (CSE) | 84 | ||
| Self-Monitoring | 85 | ||
| Proactive Personality | 85 | ||
| Personality and Situations | 85 | ||
| Situation Strength Theory | 86 | ||
| Trait Activation Theory | 87 | ||
| Values | 88 | ||
| Watch It—Honest Tea: Ethics–Company Mission and Values | 88 | ||
| Terminal versus Instrumental Values | 88 | ||
| Generational Values | 89 | ||
| Linking an Individual’s Personality and Values to the Workplace | 89 | ||
| Person–Job Fit | 89 | ||
| Person–Organization Fit | 90 | ||
| Other Dimensions of Fit | 90 | ||
| Cultural Values | 91 | ||
| Hofstede’s Framework | 91 | ||
| The GLOBE Framework | 92 | ||
| Comparison of Hofstede’s Framework and the Globe Framework | 92 | ||
| Summary | 94 | ||
| Implications for Managers | 94 | ||
| Personal Inventory Assessments: Personality Style Indicator | 94 | ||
| Chapter 5: Perceptual Processes | 95 | ||
| Chapter Warm-up | 95 | ||
| What is Perception? | 95 | ||
| Factors That Influence Perception | 96 | ||
| Watch It—Orpheus Group Casting: Social Perception and Attribution | 97 | ||
| Person Perception: Making Judgments about Others | 97 | ||
| Attribution Theory | 97 | ||
| Common Shortcuts in Judging Others | 99 | ||
| The Link between Perception and Individual Decision Making | 100 | ||
| Decision Making in Organizations | 100 | ||
| The Rational Model, Bounded Rationality, and Intuition | 100 | ||
| Common Biases and Errors in Decision Making | 102 | ||
| Influences on Decision Making: Individual Differences and Organizational Constraints | 104 | ||
| Individual Differences | 105 | ||
| Organizational Constraints | 106 | ||
| What about Ethics in Decision Making? | 106 | ||
| Three Ethical Decision Criteria | 107 | ||
| Choosing between Criteria | 107 | ||
| Behavioral Ethics | 108 | ||
| Lying | 108 | ||
| Creativity, Creative Decision Making, and Innovation in Organizations | 108 | ||
| Creative Behavior | 109 | ||
| Causes of Creative Behavior | 109 | ||
| Creative Outcomes (Innovation) | 111 | ||
| Summary | 111 | ||
| Implications for Managers | 111 | ||
| Try It—Simulation: Perception & Individual Decision Making | 112 | ||
| Personal Inventory Assessments: How Creative Are You? | 112 | ||
| Chapter 6: Valuing Diversity | 113 | ||
| Chapter Warm-up | 113 | ||
| Diversity | 113 | ||
| Demographic Characteristics | 114 | ||
| Levels of Diversity | 114 | ||
| Discrimination | 115 | ||
| Stereotype Threat | 115 | ||
| Discrimination in the Workplace | 116 | ||
| Biographical Characteristics | 117 | ||
| Age | 117 | ||
| Sex | 118 | ||
| Race and Ethnicity | 119 | ||
| Disabilities | 119 | ||
| Hidden Disabilities | 120 | ||
| Other Differentiating Characteristics | 121 | ||
| Religion | 121 | ||
| Sexual Orientation and Gender Identity | 121 | ||
| Cultural Identity | 123 | ||
| Watch It—Verizon: Diversity | 123 | ||
| Ability | 123 | ||
| Intellectual Abilities | 123 | ||
| Physical Abilities | 125 | ||
| Implementing Diversity Management Strategies | 125 | ||
| Attracting, Selecting, Developing, and Retaining Diverse Employees | 126 | ||
| Diversity in Groups | 127 | ||
| Diversity Programs | 128 | ||
| Summary | 128 | ||
| Implications for Managers | 129 | ||
| Try It—Simulation: Human Resources | 129 | ||
| Personal Inventory Assessments: Intercultural Sensitivity Scale | 129 | ||
| Chapter 7: Basic Motivation | 130 | ||
| Chapter Warm-up | 130 | ||
| Motivation | 130 | ||
| Watch It—Motivation (TWZ Role Play) | 131 | ||
| Early Theories of Motivation | 131 | ||
| Hierarchy of Needs Theory | 131 | ||
| Two-Factor Theory | 132 | ||
| McClelland’s Theory of Needs | 132 | ||
| Contemporary Theories of Motivation | 134 | ||
| Self-Determination Theory | 134 | ||
| Goal-Setting Theory | 135 | ||
| Other Contemporary Theories of Motivation | 138 | ||
| Self-Efficacy Theory | 138 | ||
| Reinforcement Theory | 140 | ||
| Equity Theory/Organizational Justice | 141 | ||
| Expectancy Theory | 145 | ||
| Job Engagement | 146 | ||
| Integrating Contemporary Theories of Motivation | 146 | ||
| Summary | 148 | ||
| Implications for Managers | 148 | ||
| Try It—Simulation: Motivation | 148 | ||
| Personal Inventory Assessments: Work Motivation Indicator | 149 | ||
| Chapter 8: Applied Motivation | 150 | ||
| Chapter Warm-up | 150 | ||
| Motivating by Job Design: The Job Characteristics Model (JCM) | 151 | ||
| Elements of the JCM | 151 | ||
| Efficacy of the JCM | 151 | ||
| Motivating Potential Score (MPS) | 152 | ||
| Cultural Generalizability of the JCM | 153 | ||
| Using Job Redesign to Motivate Employees | 153 | ||
| Job Rotation | 153 | ||
| Relational Job Design | 154 | ||
| Using Alternative Work Arrangements to Motivate Employees | 154 | ||
| Flextime | 155 | ||
| Job Sharing | 156 | ||
| Telecommuting | 157 | ||
| Using Employee Involvement and Participation (EIP) to Motivate Employees | 157 | ||
| Cultural EIP | 158 | ||
| Forms of Employee Involvement Programs | 158 | ||
| Using Extrinsic Rewards to Motivate Employees | 159 | ||
| What to Pay: Establishing a Pay Structure | 159 | ||
| How to Pay: Rewarding Individual Employees through Variable-Pay Programs | 159 | ||
| Using Benefits to Motivate Employees | 163 | ||
| Using Intrinsic Rewards to Motivate Employees | 163 | ||
| Watch It—ZAPPOS: Motivating Employees through Company Culture | 164 | ||
| Summary | 164 | ||
| Implications for Managers | 165 | ||
| Try It—Simulation: Extrinsic & Intrinsic Motivation | 165 | ||
| Personal Inventory Assessments: Diagnosing the Need for Team Building | 165 | ||
| Part 3: Groups in Organizations | 166 | ||
| Chapter 9: Communication | 166 | ||
| Chapter Warm-up | 166 | ||
| Communication | 167 | ||
| Functions of Communication | 167 | ||
| The Communication Process | 168 | ||
| Direction of Communication | 168 | ||
| Downward Communication | 169 | ||
| Upward Communication | 169 | ||
| Lateral Communication | 169 | ||
| Formal Small-Group Networks | 170 | ||
| The Grapevine | 170 | ||
| Modes of Communication | 171 | ||
| Oral Communication | 171 | ||
| Written Communication | 172 | ||
| Nonverbal Communication | 172 | ||
| Choice of Communication Channel | 172 | ||
| Channel Richness | 172 | ||
| Choosing Communication Methods | 173 | ||
| Information Security | 174 | ||
| Persuasive Communication | 174 | ||
| Automatic and Controlled Processing | 174 | ||
| Tailoring the Message | 175 | ||
| Barriers to Effective Communication | 176 | ||
| Filtering | 176 | ||
| Selective Perception | 176 | ||
| Information Overload | 176 | ||
| Emotions | 177 | ||
| Language | 177 | ||
| Silence | 177 | ||
| Communication Apprehension | 177 | ||
| Lying | 178 | ||
| Cultural Factors | 178 | ||
| Cultural Barriers | 178 | ||
| Cultural Context | 179 | ||
| A Cultural Guide | 179 | ||
| Watch It—Communication (TWZ Role Play) | 180 | ||
| Summary | 180 | ||
| Implications for Managers | 181 | ||
| Try It—Simulation: Communication | 181 | ||
| Personal Inventory Assessments: Communication Styles | 181 | ||
| Chapter 10: Basics of Group Behavior | 182 | ||
| Chapter Warm-up | 182 | ||
| Groups and Group Identity | 183 | ||
| Social Identity | 183 | ||
| Ingroups and Outgroups | 183 | ||
| Stages of Group Development | 184 | ||
| Watch It—Witness.org: Managing Groups & Teams | 184 | ||
| Group Property 1: Roles | 185 | ||
| Role Perception | 186 | ||
| Role Expectations | 186 | ||
| Role Conflict | 186 | ||
| Group Property 2: Norms | 186 | ||
| Norms and Emotions | 187 | ||
| Norms and Conformity | 187 | ||
| Norms and Behavior | 188 | ||
| Positive Norms and Group Outcomes | 188 | ||
| Negative Norms and Group Outcomes | 189 | ||
| Norms and Culture | 190 | ||
| Group Property 3: Status, and Group Property 4: Size | 190 | ||
| Group Property 3: Status | 190 | ||
| Group Property 4: Size | 192 | ||
| Group Property 5: Cohesiveness, and Group Property 6: Diversity | 192 | ||
| Group Property 5: Cohesiveness | 193 | ||
| Group Property 6: Diversity | 193 | ||
| Group Decision Making | 195 | ||
| Groups versus the Individual | 195 | ||
| Groupthink | 196 | ||
| Groupshift or Group Polarization | 197 | ||
| Group Decision-Making Techniques | 197 | ||
| Summary | 198 | ||
| Implications for Managers | 199 | ||
| Try It—Simulation: Group Behavior | 199 | ||
| Personal Inventory Assessments: Communicating Supportively 199 | 199 | ||
| Chapter 11: From Groups to Teams | 200 | ||
| Chapter Warm-up | 200 | ||
| Why Have Teams Become so Popular? | 200 | ||
| Differences between Groups and Teams | 201 | ||
| Types of Teams | 202 | ||
| Problem-Solving Teams | 202 | ||
| Self-Managed Work Teams | 202 | ||
| Cross-Functional Teams | 203 | ||
| Virtual Teams | 204 | ||
| Multiteam Systems | 204 | ||
| Watch It—Teams (TWZ Role Play) | 205 | ||
| Creating Effective Teams | 205 | ||
| Team Context: What Factors Determine Whether Teams Are Successful? | 206 | ||
| Team Composition | 207 | ||
| Team Processes | 210 | ||
| Turning Individuals into Team Players | 212 | ||
| Selecting: Hiring Team Players | 213 | ||
| Training: Creating Team Players | 213 | ||
| Rewarding: Providing Incentives to Good Team Player | 213 | ||
| Beware! Teams aren’t Always the Answer | 214 | ||
| Summary | 214 | ||
| Implications for Managers | 214 | ||
| Try It—Simulation: Teams | 215 | ||
| Personal Inventory Assessments: Team Development Behaviors | 215 | ||
| Chapter 12: Characteristics of Leaders | 216 | ||
| Chapter Warm-up | 216 | ||
| Watch It—Leadership (TWZ Role Play) | 216 | ||
| Trait Theories of Leadership | 217 | ||
| Personality Traits and Leadership | 217 | ||
| Emotional Intelligence (EI) and Leadership | 218 | ||
| Behavioral Theories | 218 | ||
| Initiating Structure | 218 | ||
| Consideration | 219 | ||
| Cultural Differences | 219 | ||
| Contingency Theories | 219 | ||
| The Fiedler Model | 219 | ||
| Situational Leadership Theory | 221 | ||
| Path–Goal Theory | 221 | ||
| Leader–Participation Model | 222 | ||
| Contemporary Theories of Leadership | 222 | ||
| Leader–Member Exchange (LMX) Theory | 222 | ||
| Charismatic Leadership | 224 | ||
| Transactional and Transformational Leadership | 226 | ||
| Responsible Leadership | 229 | ||
| Authentic Leadership | 229 | ||
| Ethical Leadership | 230 | ||
| Servant Leadership | 230 | ||
| Positive Leadership | 231 | ||
| Trust | 231 | ||
| Mentoring | 233 | ||
| Challenges to Our Understanding of Leadership | 233 | ||
| Leadership as an Attribution | 233 | ||
| Substitutes for and Neutralizers of Leadership | 234 | ||
| Online Leadership | 235 | ||
| Summary | 235 | ||
| Implications for Managers | 235 | ||
| Try It—Simulation: Leadership | 236 | ||
| Personal Inventory Assessments: Ethical Leadership Assessment | 236 | ||
| Chapter 13: Power and Politics in Organizations | 237 | ||
| Chapter Warm-up | 237 | ||
| Watch It—Power and Political Behavior | 237 | ||
| Power and Leadership | 238 | ||
| Bases of Power | 238 | ||
| Formal Power | 238 | ||
| Personal Power | 239 | ||
| Which Bases of Power Are Most Effective? | 240 | ||
| Dependence: The Key to Power | 240 | ||
| The General Dependence Postulate | 240 | ||
| What Creates Dependence? | 240 | ||
| Social Network Analysis: A Tool for Assessing Resources | 241 | ||
| Power Tactics | 242 | ||
| Using Power Tactics | 242 | ||
| Cultural Preferences for Power Tactics | 243 | ||
| Applying Power Tactics | 244 | ||
| How Power Affects People | 244 | ||
| Power Variables | 244 | ||
| Sexual Harassment: Unequal Power in the Workplace | 245 | ||
| Politics: Power in Action | 246 | ||
| Definition of Organizational Politics | 246 | ||
| The Reality of Politics | 246 | ||
| Causes and Consequences of Political Behavior | 247 | ||
| Factors Contributing to Political Behavior | 247 | ||
| How Do People Respond to Organizational Politics? | 249 | ||
| Impression Management | 250 | ||
| The Ethics of Behaving Politically | 252 | ||
| Mapping Your Political Career | 253 | ||
| Summary | 254 | ||
| Implications for Managers | 255 | ||
| Try It—Simulation: Power & Politics | 255 | ||
| Personal Inventory Assessments: Gaining Power and Influence | 255 | ||
| Chapter 14: Conflict in Organizations | 256 | ||
| Chapter Warm-up | 256 | ||
| A Definition of Conflict | 256 | ||
| Types of Conflict | 258 | ||
| Loci of Conflict | 259 | ||
| The Conflict Process | 259 | ||
| Stage I: Potential Opposition or Incompatibility | 260 | ||
| Stage II: Cognition and Personalization | 261 | ||
| Stage III: Intentions | 261 | ||
| Stage IV: Behavior | 262 | ||
| Stage V: Outcomes | 263 | ||
| Watch It—Gordon Law Group: Conflict and Negotiation | 265 | ||
| Negotiation | 265 | ||
| Bargaining Strategies | 265 | ||
| The Negotiation Process | 267 | ||
| Individual Differences in Negotiation Effectiveness | 269 | ||
| Negotiating in a Social Context | 271 | ||
| Reputation | 271 | ||
| Relationships | 272 | ||
| Third-Party Negotiations | 272 | ||
| Summary | 273 | ||
| Implications for Managers | 273 | ||
| Personal Inventory Assessments: Strategies for Handling Conflict | 274 | ||
| Part 4: Organizational Systems | 275 | ||
| Chapter 15: Organization Structure and Design | 275 | ||
| Chapter Warm-up | 275 | ||
| What is Organizational Structure? | 276 | ||
| Work Specialization | 276 | ||
| DePartmentalization | 277 | ||
| Chain of Command | 278 | ||
| Span of Control | 279 | ||
| Centralization and Decentralization | 280 | ||
| Formalization | 281 | ||
| Boundary Spanning | 281 | ||
| Common Organizational Frameworks and Structures | 282 | ||
| The Simple Structure | 282 | ||
| The Bureaucracy | 283 | ||
| The Matrix Structure | 284 | ||
| Alternate Design Options | 285 | ||
| The Virtual Structure | 285 | ||
| The Team Structure | 286 | ||
| The Circular Structure | 287 | ||
| The Leaner Organization: Downsizing | 287 | ||
| Why Do Structures Differ? | 288 | ||
| Organizational Strategies | 288 | ||
| Organization Size | 290 | ||
| Technology | 290 | ||
| Environment | 290 | ||
| Institutions | 291 | ||
| Organizational Designs and Employee Behavior | 292 | ||
| Work Specialization | 292 | ||
| Span of Control | 292 | ||
| Centralization | 293 | ||
| Predictability versus Autonomy | 293 | ||
| National Culture | 293 | ||
| Watch It—ZipCar: Organizational Structure | 293 | ||
| Summary | 293 | ||
| Implications for Managers | 294 | ||
| Try It—Simulation: Organizational Structure | 294 | ||
| Personal Inventory Assessments: Organizational Structure Assessment | 294 | ||
| Chapter 16: Creating and Maintaining Organizational Culture | 295 | ||
| Chapter Warm-up | 295 | ||
| Watch It—Organizational Culture (TWZ Role Play) | 295 | ||
| What is Organizational Culture? | 296 | ||
| A Definition of Organizational Culture | 296 | ||
| Do Organizations Have Uniform Cultures? | 296 | ||
| Strong versus Weak Cultures | 297 | ||
| Culture versus Formalization | 298 | ||
| What Do Cultures Do? | 298 | ||
| The Functions of Culture | 298 | ||
| Culture Creates Climate | 299 | ||
| The Ethical Dimension of Culture | 299 | ||
| Culture and Sustainability | 300 | ||
| Culture and Innovation | 301 | ||
| Culture as an Asset | 301 | ||
| Culture as a Liability | 302 | ||
| Creating and Sustaining Culture | 303 | ||
| How a Culture Begins | 303 | ||
| Keeping a Culture Alive | 304 | ||
| Summary: How Organizational Cultures Form | 306 | ||
| How Employees Learn Culture | 306 | ||
| Stories | 307 | ||
| Rituals | 307 | ||
| Symbols | 307 | ||
| Language | 308 | ||
| Influencing an Organizational Culture | 308 | ||
| An Ethical Culture | 308 | ||
| A Positive Culture | 309 | ||
| A Spiritual Culture | 310 | ||
| The Global Context | 312 | ||
| Summary | 313 | ||
| Implications for Managers | 313 | ||
| Try It—Simulation: Organizational Culture | 313 | ||
| Personal Inventory Assessments: Organizational Structure Assessment | 314 | ||
| Chapter 17: Organizational Change | 315 | ||
| Chapter Warm-up | 315 | ||
| Change | 315 | ||
| Forces for Change | 316 | ||
| Reactionary versus Planned Change | 316 | ||
| Resistance to Change | 317 | ||
| Overcoming Resistance to Change | 317 | ||
| The Politics of Change | 319 | ||
| Approaches to Managing Organizational Change | 320 | ||
| Lewin’s Three-Step Model | 320 | ||
| Kotter’s Eight-Step Plan | 320 | ||
| Action Research | 321 | ||
| Organizational Development | 321 | ||
| Creating a Culture for Change | 323 | ||
| Managing Paradox | 323 | ||
| Stimulating a Culture of Innovation | 324 | ||
| Creating a Learning Organization | 325 | ||
| Organizational Change and Stress | 326 | ||
| Watch It—East Haven Fire DePartment: Managing Stress | 326 | ||
| Stress at Work | 326 | ||
| What Is Stress? | 327 | ||
| Potential Sources of Stress at Work | 328 | ||
| Individual Differences in Stress | 330 | ||
| Cultural Differences | 331 | ||
| Consequences of Stress at Work | 331 | ||
| Managing Stress | 332 | ||
| Individual Approaches | 332 | ||
| Organizational Approaches | 333 | ||
| Summary | 334 | ||
| Implications for Managers | 335 | ||
| Try It—Simulation: Change | 335 | ||
| Personal Inventory Assessments: Tolerance of Ambiguity Scale | 335 | ||
| Epilogue | 336 | ||
| Endnotes | 337 | ||
| Glossary | 384 | ||
| Index | 393 | ||
| Back Cover | Back Cover |