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.
About the Author
Stephen P. Robbins
PhD University of Arizona
Stephen P. Robbins is professor emeritus of management at San Diego State University and the world’s best-selling textbook author in the areas of both management and organizational behavior. His books are used at more than a thousand US colleges and universities, have been translated into 19 languages, and have adapted editions for Canada, Australia, South Africa, and India. Dr. Robbins is also the author of the best-selling books, The Truth About Managing People, 2nd Edition (Financial Times/Prentice Hall, 2008) and Decide & Conquer (Financial Times/Prentice Hall, 2004).
In his “other life,” Dr. Robbins actively participates in masters’ track competitions. Since turning 50 in 1993, he’s won 18 national championships; 12 world titles; and set numerous US and world age-group records at 60, 100, 200, and 400 meters. In 2005, Dr. Robbins was elected into the USA Masters’ Track & Field Hall of Fame.
Timothy A. Judge
PhD University of Illinois at Urbana-Champaign
Timothy A. Judge is currently the Alutto Professor of Leadership at The Ohio State University; and Visiting Professor, Division of Psychology & Language Sciences, University College London. He has held academic positions at the University of Notre Dame, University of Florida, University of Iowa, Cornell University, Charles University in the Czech Republic, Comenius University in Slovakia, and University of Illinois at Urbana-Champaign. Dr. Judge’s primary research interests are in (1) personality, moods, and emotions; (2) job attitudes; (3) leadership and influence behaviors; and (4) careers (person—organization fit, career success). Dr. Judge published more than 154 articles in these and other major topics in journals such as the Academy of Management Journal and the Journal of Applied Psychology. He is a fellow of several organizations, including the American Psychological Association and the Academy of Management. Among the many professional acknowledgments of his work, most recently Dr. Judge was awarded the Academy of Management Human Resources Division’s Scholarly Achievement Award for 2014. Dr. Judge is a co-author of Organizational Behavior, 17th Edition, with Stephen P. Robbins, and Staffing Organizations, 8th Edition, with Herbert G. Heneman III. He is married and has three children–a daughter who is a health care social worker, a daughter who is studying for a master’s degree, and a son in middle school.
Table of Contents
|1.||Introduction to Organizational Behavior||1|
|The Field of Organizational Behavior||2|
|Goals of Organizational Behavior||5|
|Challenges and Opportunities for OB: A Managerial Perspective||6|
|The Plan of This Book||12|
|Part II||The Individual in the Organization||14|
|2.||Foundations of Individual Behavior||14|
|Implications for Managers||27|
|3.||Personality and Emotions||30|
|Implications for Managers||41|
|4.||Basic Motivation Concepts||42|
|What Is Motivation?||43|
|Early Theories of Motivation||43|
|Contemporary Theories of Motivation||47|
|Don't Forget: Motivation Theories Are Culture-Bound!||53|
|Implications for Managers||54|
|5.||Motivation: From Concepts to Applications||55|
|Management by Objectives||55|
|Employee Recognition Programs||60|
|Employee Involvement Programs||61|
|Skill-Based Pay Plans||66|
|Implications for Managers||68|
|6.||Individual Decision Making||69|
|How Should Decisions Be Made?||70|
|How Decisions Are Actually Made in Organizations||73|
|Ethics in Decision Making||82|
|Implications for Managers||83|
|Part III||Groups in the Organization||84|
|7.||Foundations of Group Behavior||84|
|Defining and Classifying Groups||84|
|Basic Group Concepts||85|
|Group Decision Making||94|
|Implications for Managers||98|
|8.||Understanding Work Teams||100|
|Why Have Teams Become So Popular?||101|
|Teams Versus Groups: What's the Difference?||101|
|Types of Teams||102|
|Creating Effective Teams||105|
|Turning Individuals into Team Players||110|
|Implications for Managers||112|
|Functions of Communication||114|
|The Communication Process||114|
|Direction of Communication||115|
|Barriers to Effective Communication||123|
|Ethics in Communication: Is It Wrong to Tell a Lie?||126|
|Implications for Managers||126|
|10.||Leadership and Creating Trust||130|
|What Is Leadership?||130|
|Trait Theories Updated: Charismatic Leadership||141|
|Is Leadership Always Relevant?||143|
|Trust and Leadership||144|
|Implications for Managers||148|
|11.||Power and Politics||150|
|A Definition of Power||150|
|Contrasting Leadership and Power||151|
|Bases of Power||152|
|Dependency: The Key to Power||154|
|Power in Groups: Coalitions||155|
|Power and Sexual Harassment||156|
|Politics: Power in Action||157|
|Implications for Managers||162|
|12.||Conflict and Negotiation||163|
|A Definition of Conflict||163|
|Transitions in Conflict Thought||164|
|Differentiating Functional from Dysfunctional Conflicts||165|
|The Conflict Process||166|
|Implications for Managers||176|
|Part IV||The Organization System||178|
|13.||Foundations of Organization Structure||178|
|What Is Organization Structure?||178|
|Common Organizational Designs||185|
|Why Do Structures Differ?||191|
|Organization Structure and Employee Behavior||193|
|Implications for Managers||195|
|14.||Technology and Work Design||196|
|Technology in the Workplace||196|
|Organizational Behavior in an E-World||200|
|Implications for Managers||213|
|15.||Human Resource Policies and Practices||215|
|Implications for Managers||228|
|Defining Organizational Culture||231|
|What Does Culture Do?||233|
|Creating and Sustaining Culture||234|
|How Employees Learn Culture||239|
|Managing Cultural Change||241|
|Creating an Ethical Organizational Culture||242|
|Spirituality and Organizational Culture||243|
|Organizational Culture versus National Culture||246|
|Organizational Culture and the Paradox of Diversity||246|
|Implications for Managers||247|
|17.||Organizational Change and Development||248|
|Forces for Change||248|
|Managing Planned Change||250|
|Two Views of Change||251|
|Resistance to Change||253|
|Managing Change Through Organizational Development||257|
|Contemporary Issues in Organizational Change||260|
|Implications for Managers||264|
This book was created as an alternative to the 600- or 700-page comprehensive textbook in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB, in a style that readers will find both informative and interesting. I'm pleased to say that this text has achieved a wide following in short courses and executive programs and in traditional courses as a companion volume with experiential, skill development, case, and readings books. It is currently used at more than 400 colleges and universities in the United States, Canada, Latin America, Europe, Australia, and Asia. It's also been translated into Bahasa Indonesian, Chinese, Dutch, Japanese, Polish, and Spanish.
RETAINED FROM THE PREVIOUS EDITION
What do people like about this book? Surveys of users have found general agreement about the following features. Needless to say, they've all been retained in this edition.
- Length. Since its inception in 1984, I've tried diligently to keep this book to approximately 300 pages. Users tell me this length allows them considerable flexibility in assigning supporting materials and projects.
- Balanced topic coverage. Although short in length, this book continues to provide balanced coverage of all the key concepts in OB. This includes not only traditional topics such as personality, motivation, and leadership; but also cutting-edge issues such as emotions, trust, work-life balance, workplace spirituality, knowledge management, and e-organizations.
- Writing style. This book is frequently singled out for the fluid writing style and extensive use of examples. Usersregularly tell me that they find this book "conversational," "interesting," "student-friendly," and "very clear and understandable."
- Practicality. This book has never been solely about theory. It's about using theory to better explain and predict the behavior of people in organizations. In each edition of this book, I have focused on making sure that readers see the link between OB theories, research, and implications for practice.
- Absence of pedagogy. Part of the reason I've been able to keep this book short in length is that it doesn't include review questions, cases, exercises, or similar teaching/learning aids. This book continues to provide only the basic core of OB knowledge, allowing instructors the maximum flexibility in designing and shaping their course.
- Integration of globalization, diversity, and ethics. As shown in Exhibit A, the topics of globalization and cross-cultural differences, diversity, and ethics are discussed throughout this book. Rather than presented in stand-alone chapters, these topics have been woven into the context of relevant issues. Users tell me they find this integrative approach makes these topics more fully part of OB and reinforces their importance.
- Comprehensive supplements. While this book may be short in length, it's not short on supplements. It comes with a complete, high-tech support package for both faculty and students. This includes a comprehensive instructor's manual and Test Item File; a dedicated Web site; an Instructor's Resource CD-ROM, including the computerized Test Item File, instructor's manual, and PowerPoint slides; and the Robbins Self-Assessment Library, which provides students with insights into their skills, abilities, and interests. These supplements are described in detail later in this Preface.
NEW TO THE SEVENTH EDITION
This seventh edition has been updated in terms of research, examples, and topic coverage. For instance, you'll find new material in this edition on:
- Organizational citizenship behavior (Chapters 1 and 2)
- Work-life balance (Chapter 1)Amabile's model of creativity in decision making (Chapter 6)
- Group demography (Chapter 7)
- Team-effectiveness model (Chapter 8)
- Low- and high-context cultures (Chapter 9)
- Leader-member exchange theory (Chapter 10)
- OB and the e-organization (Chapter 14)
- Mass customization (Chapter 14)
- Flextime and telecommuting (Chapter 14)
- Employee selection and training (Chapter 15)
- Workplace spirituality (Chapter 16)
- Knowledge management (Chapter 17)
Essentials of Organizational Behavior continues to be supported with an extensive supplement package for both students and faculty.
For the Student
- The updated and revised Robbins Self-Assessment Library is available with this text as a no-cost option. It contains 50 exercises that provide insights into your skills, abilities, and interests. This is available in both print and CD-ROM formats as well as online.
- Companion Web siteThe Companion Web site is the industry standard for companion Web sites. Designed by professors for professors and their students, it provides a customized course Web site, including new communication tools, one-click navigation of chapter content, and other valuable resources.
For the Professor
- Instructor's Manual with Test Item FileThe instructor's manual portion includes learning objectives, chapter outlines, chapter summaries, discussion questions, and skill exercises; the Test Item File provides true/false, multiplechoice, and essay questions.
- Companion Web siteThe Companion Web site provides professors with bimonthly news articles integrated into the text with accompanying discussion questions and group exercises, online delivery of PowerPoint slides and instructor's material, and sample syllabi and teaching suggestions posted on a community chat room.
- Instructor's Resource CD-ROMThe Instructor's Resource CD-ROM contains the computerized Test Item File, PowerPoint Electronic Transparencies, and the instructor's manual. A revised, comprehensive package of text outlines and figures corresponding to the text, the PowerPoint Electronic Transparencies are designed to aid the educator and supplement in-class lectures. Containing all of the questions in the printed Test Item File, Test Manager is a comprehensive suite of tools for testing and assessment. Test Manager allows educators to easily create and distribute tests for their courses, either by printing and distributing through traditional methods or by an online delivery via Local Area Network (LAN) servers.
- Videosimportant topics in organizational behavior are illustrated in the accompanying videos. Real companies are used to highlight organizational behavior practices that work!
A number of people played critical roles in helping to produce this revision. Special thanks are extended to the following reviewers for their helpful comments and suggestions: Professor Claudia Harris, North Carolina Central University; Dr. David A. Foote, Middle Tennessee State University; Jeffrey J. Sherwood, Washington State University; Dr. Jenna Lundberg, Ithaca College; Dr. Carol I. Young, Wittenberg University; Dr. Angeline W. McArthur, University of Wisconsin-Parkside.
At Prentice-Hall, I want to thank David Shafer, Jennifer Glennon, Melanie Olsen, Kim Marsden, Shannon Moore, Judy Leale, Keri Jean, and Janet Slowik for overseeing the production and marketing of this book. And, finally, I want to thank my wife, Laura, for her love and support.
STEPHEN P ROBBINS