Organizational Behavior (Canadian Edition)

Organizational Behavior (Canadian Edition)

Hardcover(New Edition)

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Product Details

ISBN-13: 9780470833711
Publisher: John Wiley and Sons Canada
Publication date: 02/28/2005
Edition description: New Edition
Pages: 640
Product dimensions: 8.74(w) x 10.75(h) x 1.02(d)

Table of Contents

Chapter 1 — Organizational Behaviour
High Performance=People, People, People
   Organizational Behaviour Today What is Organizational Behaviour?
Shifting Paradigms of Organizational Behaviour Organizational Behaviour And Diversity Learning About Organizational Behaviour Organizational Behaviour And the Learning Imperative Scientific Foundations of Organizational Behaviour Organizations As Work Settings Purpose, Mission, And Strategies People And Work Systems Organizational Behaviour And Management The Nature of Managerial Work The Management Process Managerial Roles And Networks Managerial Skills And Competencies Ethics And Organizational Behaviour Ways of Thinking About Ethical Behaviour Ethical Dilemmas in the Workplace Organizational Social Responsibility Work And Quality of Life Chapter 1 Study Guide Summary Key Terms Self-test 1

 
Chapter 2 — The High-Performance Organization
Is There A Secret Code?
   High-performance Context of Organizational Behaviour Organizational Behaviour And Changing Customer Expectations Organizational Behaviour And the Changing Workforce Organizational Behaviour And Changing Organizations What is A High-performance Organization?
Emphasis On Intellectual Capital Components of High-performance Organizations Management Challenges of High-performance Organizations Environmental Linkages Internal Integration Middle Manager Roles Upper-level Leadership Greenfield Sites Versus Redesigns How High-performance Organizations Operate-the Case of Westjet Airlines Integrated Production Technologies Other HPO Considerations Chapter 2 Study Guide Summary Key Terms Self-test 2

 
Chapter 3 — Globalization
Culture And Competitive Advantage 
   Organizational Behaviour And Globalization A Global Economy Regional Economic Alliances Global Quality Standards Global Managers Cultures And Cultural Diversity Popular Dimensions of Culture Values And National Cultures Understanding Cultural Differences Globalization And People At Work Multinational Employers Ethics And Social Responsibility Multicultural Workforces Expatriate Work Assignments Ethical Behaviour Across Cultures A Global View of Organizational Learning Are Management Theories Universal?
Best Practices Around the World Chapter 3 Study Guide Summary Key Terms Self-test 3

 
Chapter 4 — Diversity and Individual Differences
Building the Mosaic 
  Workforce Diversity Equal Employment Opportunity Managing Diversity Demographic Differences Gender Age Able-bodiedness Racial And Ethnic Groups Aptitude And Ability Personality Personality Determinants And Development Personality Traits And Classifications Social Traits Personal Conception Traits Emotional Adjustment Traits Personality And Self-concept Values And Attitudes Values Attitudes Managing Diversity And Individual Differences Chapter 4 Study Guide Summary Key Terms Self-test 4

 
Chapter 5 — Perception and Attribution
More Connected Than You Think 
  The Perceptual Process Factors Influencing the Perceptual Process Stages of the Perceptual Process Response To the Perceptual Process Common Perceptual Distortions Stereotypes Or Prototypes Halo Effects Selective Perception Projection Contrast Effects Self-fulfilling Prophecy Managing the Perceptual Process Impression Management-89 Distortion Management Attribution Theory Attribution Errors Attributions Across Cultures Chapter 5 Study Guide Summary Key Terms Self-test 5

 
Chapter 6 — Motivation and Reinforcement
Motivating An Entrepreneur 
  What is Motivation?
Motivation Across Cultures Reinforcement Classical And Operant Conditioning Reinforcement Strategies Reinforcement Perspectives: Usage And Ethical Issues Content Theories of Motivation Hierarchy of Needs Theory Erg Theory Acquired Needs Theory Two-factor Theory Process Theories Equity Theory Expectancy Theory Integrating the Motivation Theories Job Satisfaction Job Satisfaction, Retention, And Performance Integrated Model of Motivation Chapter 6 Study Guide Summary Key Terms Self-test 6

 
Chapter 7 — Human Resource Management Systems
Abilities, Certification, And Experience 
  Human Resource Strategy And Practice Job Analysis Recruitment Selection Socialization Training And Career Development Career Planning And Development Performance Appraisal Purposes of Performance Appraisal Who Does the Performance Appraisal?
Performance Appraisal Dimensions And Standards Performance-Appraisal Methods Measurement Errors in Performance Appraisal Improving Performance Appraisals Group Evaluation Rewards And Reward Systems Pay As An Extrinsic Reward Creative Pay Practices Chapter 7 Study Guide Summary Key Terms Self-test 7

 
Chapter 8 — Job Designs
One-Size Benefits Do Not Fit All
  Job Design Approaches Scientific Management Job Enlargement And Job Rotation Job Enrichment Designing Jobs To Increase Motivation Job Characteristics Model Social Information Processing Managerial And Global Implications Technology And Job Design Automation And Robotics Flexible Manufacturing Systems Electronic offices Workflow And Process Re-engineering Goal Setting And Job Design Goal-setting Theory Goal-setting Guidelines Goal Setting And MBO Alternative Work Arrangements Compressed Workweeks Flexible Working Hours Job Sharing Work At Home And the Virtual Office Part-time Work Chapter 8 Study Guide Summary Key Terms Self-test 8

 
Chapter 9 — The Nature of Groups
Groups Can Bring Out the Best 
  Groups in Organizations What is An Effective Group?
Unique Contributions of Groups Formal Groups Informal Groups Stages of Group Development Forming Stage Storming Stage Norming Stage Performing Stage Adjourning Stage Foundations of Group Effectiveness Tasks Goals, Rewards, And Resources Technology Membership Characteristics Group Size Group And Intergroup Dynamics What Goes On Within Groups What Goes On Between Groups Decision-making in Groups How Groups Make Decisions Assets And Liabilities of Group Decision-making Groupthink-
How To Improve Group Decision-Making Chapter 9 Study Guide Summary Key Terms Self-test 9

 
Chapter 10 — Teamwork
A Team With Heart
  High-performance Teams Types of Teams The Nature of Teamwork Diversity And Team Performance Team-building How Team-building Works Approaches To Team-building Improving Team Processes New-member Problems Task And Maintenance Leadership Roles And Role Dynamics Positive Norms Team Cohesiveness Teams And the High-performance Workplace Problem-solving Teams Cross-functional Teams Virtual Teams Self-managing Teams Chapter 10 Study Guide Summary Key Terms Self-test 10

 
Chapter 11 — Strategy and the Basic Attributes of Organizations
Executive Book Camp Teaches Teamwork 
  Strategy And the Basic Attributes of Organizations Strategy, Contributions, And Goals Societal Contributions of Organizations Primary Beneficiaries Strategy And Output Goals Systems And Organizational Survival Strategy, Formal Structures, And the Division of Labour Vertical Specialization Chain of Command And the Span of Control Line And Staff Units Configuring Staff And Information Systems For Implementation Control Output Controls Process Controls Allocating Formal Authority: Centralization And Decentralization Horizontal Specialization-215 Departmentation By Function Departmentation By Division Departmentation By Matrix Mixed Forms of Departmentation Coordination Personal Methods of Coordination Impersonal Methods of Coordination Bureaucracy Types of Bureaucracies Chapter 11 Study Guide Summary Key Terms Self-test 11

 
Chapter 12 — Strategic Competency and Organizational Design
WestJet Balances Design And Culture 
  Strategy And Organizational Design Aspects of Strategy Strategy And Co-evolution Organizational Design As Part of A Recognizable Pattern in Decisions And Implementation Organizational Design And Size The Simple Design For Smaller Units And Firms Operations Technology And Organizational Design Views of Technology Where Operations Technology Dominates: the Adhocracy Information Technology And Organizational Design Information Technology As A Substitute Information Technology As A Capability For Learning Information Technology As A Strategic Capability IT And E-business IT As A Strategic Capability For the Bricks-and-Mortar Firms Environment And Organizational Design Environmental Complexity Using Alliances Where Environmenal Factors Dominate Strategic Competency Through Learning Knowledge Acquisition Information Distribution Information Interpretation Information Retention Organizational Learning Cycles Deficit Cycles Benefit Cycles Chapter 12 Study Guide Summary Key Terms Self-test 12

 
Chapter 13 — Organizational Cultures
The Company That Cares 
  The Concept of Organizational Culture Functions And Components of Organizational Culture Dominant Culture, Subcultures, And Countercultures Levels of Cultural Analysis Observable Aspects of Organizational Culture Stories, Rites, Rituals, And Symbols Cultural Rules And Roles The Evolution of Shared Meanings From Observable Culture Values And Organizational Culture Organizational Myths National Culture Influences Managing Organizational Culture Management Philosophy And Strategy Building, Reinforcing, And Changing Culture Continuous Cultural Development Organizational Development Processes And Applications Underlying Assumptions of OD Shared Values And Principles Underlying OD Action-research Foundations of OD Organizational Development Interventions Chapter 13 Study Guide Summary Key Terms Self-test 13

 
Chapter 14 — Leadership
Suncor and the Seven Principles of Leadership 
  Leadership and Management Trait and Behavioural Theories Perspectives Trait Theories Behavioural Theories Situational Contingency Theories Fiedler's Leadership Contingency Theory House's Path-goal Theory of Leadership Substitutes For Leadership Attribution Theory and Leadership Leadership Prototypes Exaggeration of the Leadership Difference From Traditional To New Leadership Perspectives Charismatic Approaches Transformational Versus Transactional Approaches Leadership in High-performance Work Teams Some New Leadership Issues Chapter 14 Study Guide Summary Key Terms Self-test 14

 
Chapter 15 — Power and Politics
Microsoft Flexes Its Corporate Power 
  Power Position Power Personal Power Acquiring and Using Power and Influence Turning Power Into Relational Influence Power, Formal Authority, and Obedience Empowerment The Power Keys To Empowerment Power as an Expanding Pie Organizational Politics The Two Traditions of Organizational Politics The Double-edged Sword of Organizational Politics Organizational Politics and Self-protection Political Action and the Manager Political Action and Subunit Power Political Action in the Chief Executive Suite Chapter 15 Study Guide Summary Key Terms Self-test 15

 
Chapter 16 — Information and Communication
Information and Communication 
  The Nature of Communication The Communication Process Feedback and Communication Essential Factors of Interpersonal Communication Effective and Efficient Communication Non-verbal Communication Active Listening Communication Barriers Physical Distractions Semantic Problems Mixed Messages Cultural Differences Absence of Feedback Status Effects Organizational Communication Formal and Informal Channels Communication Flows and Directions Communication Networks Communication the High-performance Workplace Changing Technologies Complex Social Context Chapter 16 Study Guide Summary Key Terms Self-test 16

 
Chapter 17 — Decision-Making
Deciding When and How To Pass the Wealth 
  Decision-making Process Decision Environments Types of Decisions Decision-making Models Classical and Behavioural Decision Theory The Garbage Can Model Decision-Making Realities Intuition, Judgement, and Creativity Judgemental Heuristics Creativity Factors Managing the Decision-making Process Choosing Problems To Address Deciding Who Should Participate Knowing When To Quit: Eliminating Escalating Commitments Technology, Culture, and Ethics in Decision-Making Information Technology and Decision-Making Cultural Factors and Decision-Making Ethical Issues and Decision-Making Chapter 17 Study Guide Summary Key Terms Self-test 17

 
Chapter 18 — Conflict and Negotiation
Working Around the Roadblocks 
  Conflict Types of Conflict Functional and Dysfunctional Conflicts Levels of Conflict Culture and Conflict Managing Conflict Stages of Conflict Causes of Conflict Indirect Conflict-management Approaches Direct Conflict-management Approaches Negotiation What is Negotiation?
Negotiation Goals and Outcomes Ethical Aspects of Negotiation Organizational Settings For Negotiation Culture and Negotiation Negotiation Strategies Distributive Negotiation Integrative Negotiation How To Gain Integrative Agreements Common Negotiation Pitfalls Third-party Roles in Negotiation Chapter 18 Study Guide Summary Key Terms Self-test 18

 
Chapter 19 — Change and Innovation
Renewed Airline Takes Flight 
  Change in Organizations Planned and Unplanned Change Organizational Forces and Targets For Change Phases of Planned Change Planned Change Strategies Force-Coercion Rational Persuasion Shared Power Resistance To Change Why People Resist Change How To Deal With Resistance Innovation in Organizations The Innovation Process Features of Innovative Organizations Chapter 19 Study Guide Summary Key Terms Self-test 19
Appendix 1 — Dynamics of Stress OB Skills Workbook

 

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