Preface
Acknowledgments
About the Authors
Part I: Introduction to Organizational Behavior
Chapter 1: Why Organizational Behavior Matters
What Is Organizational Behavior and Why Is It Important?
Behavioral Science Disciplines That Contribute to OB
A Critical-Thinking Approach to OB
OB Challenges and Opportunities
Three Levels of Analysis in OB
Up for Debate: People vs. Technology: What Should Organizations Invest In Most?
Exercise 1.1: Organizational Behavior in an International Firm
Exercise 1.2: Who Can Be CEO?
Exercise 1.3: Your Experience With OB
Online Exercise 1.2: Understanding Skills
Case 1.1: Hilton: Organizational Culture as Competitive Advantage
Chapter 2: Individual Differences and Diversity in Organizations
The Importance of Individual Differences
Age Diversity. Today’s workforce spans five generations, including baby boomers (Michael Jordan), Generation X (Malala Yousafzai), and millennials (Taylor Swift).
Up for Debate: Cognitive Differences vs. Demographic Differences: What Matters More for Team Success?
Exercise 3.1: Using DiSC to Evaluate a Celebrity
Exercise 3.2: Applying The Big Five Factor Model
Exercise 3.3: Evaluating the Major Trait Theories
Online Exercise 3.1: Understanding Personal Conception
Online Exercise 3.2: Evaluating Self-Esteem and Self-Efficacy
Part II: Individual Processes
Chapter 3: Personality and Character Strengths
What is Personality and Why is it Important?
The Trait Theories of Personality
Other Personality Attributes
Up for Debate: Personality vs. Job Skills: What Better Predicts Workplace Success?
Exercise 3.1: Using DiSC to Evaluate a Celebrity
Exercise 3.2: Applying The Big Five Factor Model
Exercise 3.3: Evaluating the Major Trait Theories
Online Exercise 3.1: Understanding Personal Conception
Online Exercise 3.2: Evaluating Self-Esteem and Self-Efficacy
Chapter 4: Perception and Learning
Perception: Interpreting Our Environment
Common Perceptual Distortions
Common Attribution Errors
Learning Processes: Behavioral Theory
Learning Processes: The Cognitive View
Up for Debate: Employee Perceptions or Organizational Processes: Which Has Greater Impact on Performance and Learning?
Exercise 4.1: The Power of Perception
Exercise 4.2: How Are Stereotypes Formed?
Exercise 4.3: The Maze Rat and Positive Reinforcement and Punishment
Online Exercise 4.1: Understanding Perceptions About Workplace Norms
Online Exercise 4.2: Understanding Learning Processes
Case 4.1: Boeing and Perception of Safety Culture
Chapter 5: Emotions, Attitudes, and Stress
Emotions in Organizational Behavior
Emotions in the Workplace
Stress-Related Outcomes and Employee Well-being
Up for Debate: Emotional Well-Being or Short-Term Performance: What Should Organizations Prioritize?
Exercise 5.1: Coping With Stress
Exercise 5.2: Role Play for Recognizing Emotions
Exercise 5.3: Mourning at the Deco Chocolate Company
Online Exercise 5.1: Understanding Attitudes and Job Satisfaction
Online Exercise 5.2: Understanding Emotions
Case 5.1: Zoom and the Emotional Shift of Work Expectations
Chapter 6: Motivation: Concepts and Theoretical Perspectives
Up for Debate: Stretch Goals and Stress: Do Highly Challenging Targets Drive Success or Harm Motivation?
Exercise 6.1: Understanding Equity Theory
Exercise 6.2: Is Money a Motivator?
Exercise 6.3: Your Motivation for Selecting Your Major
Online Exercise 6.1: Which Theory for Your Favorite Characters?
Online Exercise 6.2: Identifying Motivation Theories
Chapter 7: Motivating Performance
Types of Extrinsic Rewards
Motivation Through Job Design
Psychological Empowerment
Using Alternative Work Arrangements to Motivate Employees
Up for Debate: Motivation at Work - Purpose or Pay?
Exercise 7.1: Understanding Job Design
Exercise 7.2: Charity Begins With Motivation
Exercise 7.3: Role-Playing Job Design
Online Exercise 7.1: Finding Examples of Individual Performance-Based Pay
Online Exercise 7.2: Intrinsic Motivation and Extrinsic Rewards
Part III: Interpersonal and Group Processes
Chapter 8: Teams
The Difference Between Teams and Groups
Team Processes and Outcomes
Team Context and Composition
Up for Debate: Teamwork vs. Talent - What Really Wins?
Exercise 8.1: Practicing 6-3-5 Brainstorming
Exercise 8.2: A Nominal Brainstorm About the Delphi Technique
Exercise 8.3: Consulting at Bella Nota
Online Exercise 8.1: Virtual Team Project
Online Exercise 8.2: Observing Effective Teams
Chapter 9: Decision-Making, Creativity, and Innovation
Decision-Making and Problem-Solving
Decision-Making in the Real World
Creativity and Innovation and Decision-Making in Individuals, Teams, and Organizations
A Three-Component Model of Creativity
The Innovation Process and Decision-Making
Types of Innovation in Organizations
Up for Debate: When Data Becomes the Decision Maker
Exercise 9.1: Practicing Innovation
Exercise 9.2: Decision-Making Process Role Play
Exercise 9.3: Watch Me Get Creative Here
Online Exercise 9.1: Programmed and Nonprogrammed Decisions Discussion
Online Exercise 9.2: Creativity Through a Vision Board
Chapter 10: Effective Communication
The Need for Effective Communication in the Workplace
Barriers to Communication
Communicating in Organizations
Intercultural Communication
UP FOR DEBATE: Silence Is Learned, Not Chosen
Exercise 11.1: Overcoming Barriers to Effective Communication
Exercise 11.2: There’s an App for That
Exercise 11.3: The Telephone Game
Online Exercise 11.1: Examples of Poor Communication
Online Exercise 11.2: Assessing Nonverbal Communication
Case 10.1: JetBlue Airways and Communication in Service Recovery
Chapter 11: Trust, Conflict, and Negotiation
Conflict in Teams and Organizations
Conflict Management Strategies
Negotiation and Dispute Resolution
Trust: the reliance on someone’s integrity, ability, honesty, and reliability
UP FOR DEBATE When Conflict Becomes a Strategy
Exercise 12.1: Which Is More Important? Handling Conflict
Exercise 12.2: Tension, Conflict, Resolution
Exercise 12.3: Win as Much as You Can
Online Exercise 12.1: What Conflict Management Strategy Do You Use?
Online Exercise 12.2: Who Do You Distrust? And Why?
Case 11.1: UPS, the Teamsters, and When Conflict Forces Negotiation
Part IV: Leadership, Power, and Ethics
Chapter 12: Leadership Perspectives
Formal and Informal Leadership
Traditional Leadership Perspectives
Power-Distributing Leadership Perspectives
Values-Based Leadership Perspectives
UP FOR DEBATE: Which Leadership Style Works Best During Crisis?
Exercise 13.1: Identifying Types of Leadership
Exercise 13.2: Leadership Jolt
Exercise 13.3: The Challenge of Leadership
Online Exercise 13.1: Assessing Leadership of a CEO
Online Exercise 13.2: How Do You Define Leadership?
Case 13.2: Chobani and Transformational Leadership Through Purpose
Chapter 13: Influence, Power, and Politics
Power: Definition and Overview
Using Power: Tactics for Influencing Others
Four Different Types of Organizational Politics
UP FOR DEBATE: Is Organizational Politics Necessary for Career Success?
Exercise 13.1: Tactics for Influencing Others
Exercise 14.2: I Have the Power
Exercise 14.3: Grappling With Organizational Politics
Online Exercise 14.1: Understanding the Consequences of Influence Tactics
Online Exercise 14.2: Understanding Organizational Politics
Chapter 14: Ethics and Social Responsibility in Organizations
Why Ethics Matter in Organizations
Ethical Decision-Making Frameworks
Ethical Leadership and Ethical Followership
Building and Sustaining an Ethical Culture
Social responsibility and Ethical Impact
Ethics in Action Across Business Functions
Up for Debate: The AI Trolley Problem
Exercise 10.1: Ethical Situations
Exercise 10.2: Creating a Code of Ethics
Exercise 10.3: What Is Fair?
Online Exercise 10.1: Good and Bad Examples of Social Responsibility
Online Exercise 10.2: Writing a Social Responsibility Statement
Case 14.2: Anthropic and Ethical AI Leadership
Part V: Organizational Systems and Context
Chapter 15: Organizations and Culture
What Is Organizational Culture?
Artifacts and Functions of Organizational Culture
Types of Organizational Cultures
Employee Fit With Organizational Culture
Adapting Organizational Practices across Cultures
UP FOR DEBATE: The Cost of High Performance
Exercise 15.1: That’s the Way We Do Things Around Here!
Categorizing Your Culture
Exercise 15.2: What Are the Artifacts of Your University?
Exercise 15.3: You Got Lucky
Online Exercise 15.1: Examples of Poor Communication
Online Exercise 15.2: Understanding Cultures in Foreign Countries
Case 15.2: Buc-ee’s and When Customer Service Culture Breaks Down
Chapter 16: Organizational Change and Structure
Organizational Development
UP FOR DEBATE: Organizational Survival Versus Employee Stability
Exercise 16.1: Overcoming Resistance to Change
Exercise 16.2: The Structure versus Strategy Debate
Exercise 16.3: Road to Change and Development
Online Exercise 16.1: Analyzing Organizational Structure
Online Exercise 16.2: Understanding Forces for Change
Case 16.1: Red Lobster and Organizational Decline in a Changing Market
Glossary
Notes
Name Index
Subject Index
