Essentials of Organizational Behavior / Edition 12 by Stephen P. Robbins, Timothy A. Judge | | 9780132968508 | Paperback | Barnes & Noble
Essentials of Organizational Behavior / Edition 12

Essentials of Organizational Behavior / Edition 12

5.0 1
by Stephen P. Robbins, Timothy A. Judge
     
 

ISBN-10: 0132968509

ISBN-13: 9780132968508

Pub. Date: 01/17/2013

Publisher: Pearson

This book features only the most relevant topics in organizational behavior today, such as TQM; reengineering, technology; empowerment; declining employee loyalty; the Myers-Briggs Type Indicator; virtual and boundaryless organizations; 360-degree performance appraisals; diversity; globalization; ethics; and more. Lively and informative, this masterfully crafted

Overview

This book features only the most relevant topics in organizational behavior today, such as TQM; reengineering, technology; empowerment; declining employee loyalty; the Myers-Briggs Type Indicator; virtual and boundaryless organizations; 360-degree performance appraisals; diversity; globalization; ethics; and more. Lively and informative, this masterfully crafted introduction condenses the essentials of the field into a tightly focused presentation. A four-part organization covers an introduction to organizational behavior, the individual in the organization, groups in the organization, and the organization system. For directors of human resource and other individuals in a variety of managerial positions.

Product Details

ISBN-13:
9780132968508
Publisher:
Pearson
Publication date:
01/17/2013
Edition description:
Older Edition
Pages:
384
Sales rank:
182,452
Product dimensions:
7.40(w) x 9.00(h) x 0.60(d)

Table of Contents

Prefacexvii
Part IPrologue1
1.Introduction to Organizational Behavior1
The Field of Organizational Behavior2
Goals of Organizational Behavior5
Challenges and Opportunities for OB: A Managerial Perspective6
The Plan of This Book12
Part IIThe Individual in the Organization14
2.Foundations of Individual Behavior14
Values14
Attitudes19
Perception23
Learning26
Implications for Managers27
3.Personality and Emotions30
Personality30
Emotions36
Implications for Managers41
4.Basic Motivation Concepts42
What Is Motivation?43
Early Theories of Motivation43
Contemporary Theories of Motivation47
Don't Forget: Motivation Theories Are Culture-Bound!53
Implications for Managers54
5.Motivation: From Concepts to Applications55
Management by Objectives55
Behavior Modification58
Employee Recognition Programs60
Employee Involvement Programs61
Variable-Pay Programs64
Skill-Based Pay Plans66
Implications for Managers68
6.Individual Decision Making69
How Should Decisions Be Made?70
How Decisions Are Actually Made in Organizations73
Ethics in Decision Making82
Implications for Managers83
Part IIIGroups in the Organization84
7.Foundations of Group Behavior84
Defining and Classifying Groups84
Basic Group Concepts85
Group Decision Making94
Implications for Managers98
8.Understanding Work Teams100
Why Have Teams Become So Popular?101
Teams Versus Groups: What's the Difference?101
Types of Teams102
Creating Effective Teams105
Turning Individuals into Team Players110
Implications for Managers112
9.Communication113
Functions of Communication114
The Communication Process114
Direction of Communication115
Interpersonal Communication116
Organizational Communication119
Barriers to Effective Communication123
Cross-Cultural Communication124
Ethics in Communication: Is It Wrong to Tell a Lie?126
Implications for Managers126
10.Leadership and Creating Trust130
What Is Leadership?130
Trait Theories131
Behavioral Theories131
Contingency Theories134
Trait Theories Updated: Charismatic Leadership141
Visionary Leadership142
Team Leadership142
Is Leadership Always Relevant?143
Trust and Leadership144
Implications for Managers148
11.Power and Politics150
A Definition of Power150
Contrasting Leadership and Power151
Bases of Power152
Dependency: The Key to Power154
Power in Groups: Coalitions155
Power and Sexual Harassment156
Politics: Power in Action157
Implications for Managers162
12.Conflict and Negotiation163
A Definition of Conflict163
Transitions in Conflict Thought164
Differentiating Functional from Dysfunctional Conflicts165
The Conflict Process166
Negotiation171
Implications for Managers176
Part IVThe Organization System178
13.Foundations of Organization Structure178
What Is Organization Structure?178
Common Organizational Designs185
New Options188
Why Do Structures Differ?191
Organization Structure and Employee Behavior193
Implications for Managers195
14.Technology and Work Design196
Technology in the Workplace196
Organizational Behavior in an E-World200
Work Design206
Implications for Managers213
15.Human Resource Policies and Practices215
Employee Selection216
Training Programs218
Performance Appraisal220
Implications for Managers228
16.Organizational Culture230
Defining Organizational Culture231
What Does Culture Do?233
Creating and Sustaining Culture234
How Employees Learn Culture239
Managing Cultural Change241
Creating an Ethical Organizational Culture242
Spirituality and Organizational Culture243
Organizational Culture versus National Culture246
Organizational Culture and the Paradox of Diversity246
Implications for Managers247
17.Organizational Change and Development248
Forces for Change248
Managing Planned Change250
Two Views of Change251
Resistance to Change253
Managing Change Through Organizational Development257
Contemporary Issues in Organizational Change260
Implications for Managers264
Epilogue266
Endnotes267
Glindex (Index/Glossary)285

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