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Organizational Behaviour (2nd Edition)

Download Organizational Behaviour (2nd Edition) written by Stephen P. Robbins, Timothy A. Judge, Timothy T. Campbell in PDF format. This book is under the category Management and bearing the isbn/isbn13 number 1292016558; 1292138998;1292016574/9781292016559/ 9781292138992/ 9781292016573. You may reffer the table below for additional details of the book.

$19.99

Specifications

book-author

Stephen P. Robbins, Timothy A. Judge, Timothy T. Campbell

publisher

Trans-Atlantic Publications; Inc.; Reprint edition; 2nd Edition

file-type

PDF

pages

Pages

language

English

isbn10

1292016558; 1292138998;1292016574

isbn13

9781292016559/ 9781292138992/ 9781292016573


Book Description

Organizational Behaviour; 2nd Edition; (PDF) brings the extraordinary introduction to organizational behaviour written by the specialists of the topic; and adapts it to fulfill the wants of scholars finding out in Europe at the moment. Completely up to date and revised; this adaptation continues the custom of creating current; related analysis come alive for college kids; whereas holding its hallmark options – reducing-edge content material; clear writing type; and compelling pedagogy.

This new edition gives actual-life examples drawn from a worldwide vary of organizations together with Google; Cadbury; Capital One; Microsoft; Apple; Lego; Ferrari and extra; plus newest insights into the newest analysis and scorching matters from all over the world.

Key options include:

  • ‘OB in the news’ which prepares college students to determine and consider OB points which frequently seem within the information when offered with them in newspapers; TV; magazines; and so on.
  • ‘Face the facts’: these containers emphasize fascinating info from current surveys that focus key points of the textual content. For occasion; range throughout Europe; the extent of worker engagement; and the recognition of working in groups.
  • Myth or science?’ containers; which give repeated proof that widespread sense can usually lead us astray within the wrestle to grasp human behaviour; and that behavioural analysis gives a way for testing the validity of widespread-sense notions.

NOTE: The product solely consists of the ebook; Organizational Behaviour; 2nd Edition in PDF. No access codes are included.

book-author

Stephen P. Robbins, Timothy A. Judge, Timothy T. Campbell

publisher

Trans-Atlantic Publications; Inc.; Reprint edition; 2nd Edition

file-type

PDF

pages

Pages

language

English

isbn10

1292016558; 1292138998;1292016574

isbn13

9781292016559/ 9781292138992/ 9781292016573

Table of contents


Table of contents :
Cover……Page 1
Title Page……Page 4
Copyright Page……Page 5
Brief Contents……Page 6
Contents……Page 8
Preface……Page 23
Authors’ Acknowledgements……Page 25
Publisher’s Acknowledgements……Page 26
Chapter 1: What is Organizational Behaviour?……Page 31
Google: the happiness machine……Page 32
The importance of interpersonal skills……Page 33
A review of the manager’s job……Page 34
Management roles……Page 35
Management skills……Page 36
Effective versus successful managerial activities……Page 37
Complementing intuition with systematic study……Page 38
Myth or science? ‘Preconceived notions versus substantive evidence’……Page 39
Big data……Page 40
Psychology……Page 41
There are few absolutes in OB……Page 42
Responding to globalization……Page 43
Face the facts Demographic ageing……Page 47
Enhancing employee well-being at work……Page 48
OB in the news Richard Branson tells staff – take as much holiday as you like……Page 49
glOBal Does national culture affect organizational practices?……Page 50
An overview……Page 51
Outcomes……Page 52
Implications for managers……Page 55
Questions for review……Page 56
Experiential exercise Workplace diversity……Page 57
Case incident 1 Trust, pride and camaraderie at Ferarri……Page 58
Case incident 2 Should managers walk around?……Page 59
Endnotes……Page 60
Chapter 2: Diversity in Organizations……Page 63
Life without limits……Page 64
Levels of diversity……Page 65
Discrimination……Page 66
Age……Page 67
Gender……Page 68
Myth or science? ‘You can’t teach an old dog new tricks!’……Page 69
Disability……Page 70
Other biographical characteristics: tenure, religion and cultural identity……Page 71
Intellectual abilities……Page 73
Physical abilities……Page 74
Attracting, selecting, developing and retaining diverse employees……Page 76
Effective diversity programmes……Page 77
Face the facts Company diversity policies……Page 78
Point/Counterpoint Men have more mathematical ability than women……Page 79
Experiential exercise Feeling excluded……Page 80
Case incident 1 The Flynn effect……Page 81
Case incident 2 Increasing age diversity in the workplace……Page 82
Endnotes……Page 83
Chapter 3: Attitudes and job Satisfaction……Page 87
The most satisfying jobs in the world?……Page 88
What are the main components of attitudes?……Page 89
Does behaviour always follow from attitudes?……Page 90
Employability AND Attitudes……Page 92
glOBal Exodus phenomenon……Page 95
How satisfied are people in their jobs?……Page 96
What causes job satisfaction?……Page 97
Myth or science? ‘Happy workers are productive workers’……Page 98
The impact of satisfied and dissatisfied employees on the workplace……Page 99
Face the facts Job satisfaction……Page 102
Point/Counterpoint Managers can create satisfied employees……Page 103
Experiential exercise What factors are most important to your job satisfaction?……Page 104
Case incident 1 Money isn’t everything in life……Page 105
Case incident 2 Extreme jobs……Page 106
Endnotes……Page 107
Chapter 4: Personality and Values……Page 111
Bankers to the poorest of the poor……Page 112
What is personality?……Page 113
The Myers-Briggs Type Indicator……Page 115
The Big Five personality model……Page 116
Face the facts Personality……Page 118
Myth or science? ‘We can accurately judge individuals’ personalities a few seconds after meeting them’……Page 123
glOBal An expat personality……Page 125
Employability AND Values……Page 126
Contemporary work values……Page 127
Person–organization fit……Page 129
Values……Page 130
Implications for managers……Page 134
Point/Counterpoint Traits are powerful predictors of behaviour……Page 135
Ethical dilemma Do you have a cheating personality?……Page 136
Case incident 2 Bankers back in the classroom……Page 137
Endnotes……Page 138
Chapter 5: Perception, Individual Decision Making and Creativity……Page 143
The pricetag for creativity: €27 million. The return: priceless……Page 144
Factors that influence perception……Page 145
Attribution theory……Page 146
Frequently used shortcuts in judging others……Page 149
Specific applications of shortcuts in organizations……Page 150
The link between perception and individual decision making……Page 151
The rational model, bounded rationality and intuition……Page 152
Common biases and errors in decision making……Page 154
Myth or science? ‘No one thinks they’re biased’……Page 156
Individual differences……Page 158
Organizational constraints……Page 159
Three ethical decision criteria……Page 160
Creative behaviour……Page 162
Causes of creative behaviour……Page 163
Implications for managers……Page 165
Questions for review……Page 166
Ethical dilemma Five ethical decisions: what would you do?……Page 167
Case incident 1 The games industry – where are all the women?……Page 168
Case incident 2 The worst business decisions?……Page 169
Endnotes……Page 170
Chapter 6: Motivation Concepts……Page 175
Arnold Power……Page 176
Face the facts Employee motivation……Page 177
Hierarchy of needs theory……Page 178
Myth or science? ‘Helping others and being a good citizen is good for your career’……Page 179
Two-factor theory……Page 180
McClelland’s theory of needs……Page 181
Contemporary theories of motivation……Page 182
Self-determination theory……Page 183
glOBal How managers evaluate their employees depends on culture……Page 184
Goal-setting theory……Page 185
Self-efficacy theory……Page 188
Reinforcement theory……Page 190
Employability AND Motivation……Page 191
Equity theory/organizational justice……Page 192
Expectancy theory……Page 196
Integrating contemporary theories of motivation……Page 197
Point/Counterpoint Goals get you to where you want to be……Page 199
Ethical dilemma Employee monitoring……Page 200
Case incident 2 Workplace cyberbullies……Page 201
Endnotes……Page 202
Chapter 7: Motivation: from Concepts to Applications……Page 207
Motivation lessons from the best in Europe……Page 208
The job characteristics model……Page 209
How can jobs be redesigned?……Page 211
Myth or science? ‘Money can’t buy happiness’……Page 212
Alternative work arrangements……Page 214
Employee involvement……Page 217
Linking employee involvement programmes and motivation theories……Page 218
What to pay: establishing a pay structure……Page 219
How to pay: rewarding individual employees through variable-pay programmes……Page 220
OB in the news Most UK employees say green benefits would increase their loyalty to employers……Page 224
Intrinsic rewards: employee recognition programmes……Page 225
Point/Counterpoint Being in the office matters……Page 227
characteristics model……Page 228
Case incident 1 The most boring job in the world?……Page 229
Case incident 2 Wearables at work: the new frontier of employee surveillance?……Page 230
Endnotes……Page 231
Chapter 8: Emotions and Moods……Page 237
Affective computing: reading your mind……Page 238
What are emotions and moods?……Page 239
The basic emotions……Page 240
Myth or science? ‘Smile, and the work world smiles with you’……Page 241
The function of emotions……Page 243
Sources of emotions and moods……Page 244
glOBal Creating highly productive teams across the cultural emotional barrier……Page 247
Emotional labour……Page 248
Affective events theory……Page 249
Emotional intelligence……Page 250
The case for EI……Page 252
Emotion regulation……Page 253
OB applications of emotions and moods……Page 254
Creativity……Page 255
Negotiation……Page 256
Job attitudes……Page 257
How managers can influence moods……Page 258
Point/Counterpoint The benefits and costs of displaying the emotions the organization wants you to……Page 259
Experiential exercise Who can catch a liar?……Page 260
Case incident 1 Should managers use emotional intelligence (EI) tests?……Page 261
Case incident 2 Abusive customers cause emotions to run high……Page 262
Endnotes……Page 263
Chapter 9: Foundations of Group Behaviour……Page 269
Supergroup: learning from The Rolling Stones……Page 270
Why do people form groups?……Page 271
Stages of group development……Page 272
The five-stage model……Page 273
An alternative model for temporary groups with deadlines……Page 274
Group property 1: roles……Page 275
Group property 2: norms……Page 278
Group property 3: status……Page 281
Group property 4: size……Page 282
Group property 5: cohesiveness……Page 283
glOBal Making global virtual teams effective……Page 284
Groups versus the individual……Page 286
Myth or science? ‘Are two heads better than one?’……Page 287
OB in the news Groupthink for an Enron jury?……Page 289
Face the facts Group working……Page 290
Point/Counterpoint People are more creative when they work alone……Page 292
Experiential exercise Surviving the wild: join a group or go it alone?……Page 293
Case incident 1 Brainstorming: A lousy idea for ideas?……Page 295
Case incident 2 The dangers of groupthink……Page 296
Endnotes……Page 297
Chapter 10: Understanding Work Teams……Page 301
Food for thought: Lessons from the kitchen for executives……Page 302
Differences between groups and teams……Page 303
Facts the facts Team working……Page 304
Self-managed work teams……Page 305
Virtual teams……Page 306
Creating effective teams……Page 307
OB in the news Teamwork gives us added personbyte……Page 308
glOBal Developing team members’ trust across cultures……Page 309
Team composition……Page 310
Team process……Page 313
Myth or science? ‘Team members who are “hot” should make the play’……Page 314
Turning individuals into team players……Page 316
Employability AND Work teams……Page 317
Implications for managers……Page 318
Point/Counterpoint To get the most out of teams, empower them……Page 319
Ethical dilemma It’s easy to be unethical when everyone else is……Page 320
Case incident 2 Team building: sociable climbing……Page 321
Endnotes……Page 322
Chapter 11: Communication……Page 327
Communication: the difference between life and death?……Page 328
Functions of communication……Page 329
The communication process……Page 330
Downward communication……Page 331
Lateral communication……Page 332
The grapevine……Page 333
Oral communication……Page 334
Written communication……Page 335
OB in the news How best to protect your employees from internet trolls……Page 337
Nonverbal communication……Page 338
Choosing communication methods……Page 339
Information security……Page 343
Interest level……Page 344
Filtering……Page 345
Language……Page 346
Communication apprehension……Page 347
Cross-cultural communication……Page 348
Cultural context……Page 349
A cultural guide……Page 350
Point/Counterpoint Social media presence……Page 351
Experiential exercise An absence of nonverbal communication……Page 352
Case incident 1 Communicating at Go Fly……Page 353
Case incident 2 Using social media to your advantage……Page 354
Endnotes……Page 355
Chapter 12: Leadership……Page 359
Christine Lagarde’s advice? Grit your teeth and smile……Page 360
Trait theories……Page 361
Behavioural theories……Page 363
OB in the news Leadership in small and medium enterprises……Page 364
Fiedler model……Page 365
Other contingency theories……Page 367
Leader–member exchange (LMX) theory……Page 368
Charismatic leadership……Page 369
Transformational leadership……Page 372
Ethical leadership……Page 375
Servant leadership……Page 376
Trust and leadership……Page 377
Mentoring……Page 379
Challenges to the leadership construct……Page 380
Substitutes for and neutralizers of leadership……Page 381
Selecting leaders……Page 382
Face the facts Leadership……Page 383
Point/Counterpoint Leaders are born, not made……Page 384
Ethical dilemma Rewards for failure?……Page 385
Case incident 1 The right stuff: Jeff Bezos of Amazon……Page 386
Case incident 2 Who makes the best leaders: Europeans or North Americans?……Page 387
Endnotes……Page 388
Chapter 13: Power and Politics……Page 395
Sepp Blatter: the most powerful man in football……Page 396
Contrasting leadership and power……Page 397
Formal power……Page 398
Personal power……Page 399
What creates dependency?……Page 400
Power tactics……Page 401
glOBal Influence tactics in China……Page 402
How power affects people……Page 403
Definition of organizational politics……Page 404
The reality of politics……Page 405
Factors contributing to political behaviour……Page 407
Employability AND Politics……Page 409
How do people respond to organizational politics?……Page 410
Impression management……Page 411
OB in the news Who is the ‘real’ Bernie Madoff?……Page 413
Mapping your political career……Page 414
Point/Counterpoint Managing impressions is unethical……Page 416
Experiential exercise Power dynamics in teams……Page 417
Ethical dilemma Surviving in tough times……Page 418
Case incident 2 Delegate power or keep it close?……Page 419
Endnotes……Page 420
Chapter 14: Conflict and Negotiation……Page 425
Jamie Dimon and the London Whale……Page 426
The traditional view of conflict……Page 427
Types and loci of conflict……Page 428
Loci of conflict……Page 429
Stage I: Potential opposition or incompatibility……Page 430
Stage III: Intentions……Page 432
Stage IV: Behaviour……Page 434
Stage V: Outcomes……Page 435
Face the facts……Page 436
Negotiation……Page 438
Bargaining strategies……Page 439
Myth or science? ‘Teams negotiate better than individuals in collectivistic cultures’……Page 441
The negotiation process……Page 442
Employability AND Negotiation……Page 443
Third-party negotiations……Page 446
Summary……Page 448
Point/Counterpoint Conflict benefits organizations……Page 449
Experiential exercise A negotiation role play……Page 450
Ethical dilemma Is it unethical to lie, deceive or collude during negotiations?……Page 451
Case incident 2 The complexities of negotiation……Page 452
Endnotes……Page 453
Chapter 15: Foundations of Organization Structure……Page 457
This organization is dis-organization!……Page 458
Work specialization……Page 459
Departmentalization……Page 460
Chain of command……Page 461
Span of control……Page 462
Centralization and decentralization……Page 463
The simple structure……Page 464
The bureaucracy……Page 465
The matrix structure……Page 466
The virtual organization……Page 468
The boundaryless organization……Page 469
The leaner organization: downsizing……Page 470
OB in the news Volkswagen cost cuts will test Herbert Diess……Page 471
Why do structures differ?……Page 472
Organization size……Page 473
Environment……Page 474
Organizational designs and employee behaviour……Page 475
Summary……Page 477
Point/Counterpoint The end of management?……Page 478
Experiential exercise Dismantling a bureaucracy……Page 479
Ethical dilemma Ethical concerns of deskless workplaces……Page 480
Case incident 1 New demands on managers and organizations……Page 481
Endnotes……Page 482
Chapter 16: Organizational Culture……Page 485
A culture out of this world: Mars Inc…….Page 486
A definition of organizational culture……Page 487
Do organizations have uniform cultures?……Page 488
Strong versus weak cultures……Page 489
The functions of culture……Page 490
Culture creates climate……Page 491
The ethical dimension of culture……Page 492
Culture as an asset……Page 493
Institutionalization……Page 494
How a culture begins……Page 495
Keeping a culture alive……Page 496
Myth or science? ‘People socialize themselves’……Page 497
Stories……Page 500
Creating an ethical organizational culture……Page 501
Building on employee strengths……Page 503
Emphasizing vitality and growth……Page 504
Why spirituality now?……Page 505
Criticisms of spirituality……Page 506
Global implications……Page 507
Implications for managers……Page 508
Questions for review……Page 509
Ethical dilemma Is there room for snooping in an organization’s culture?……Page 510
Case incident 1 Culture drives success at Hilti……Page 511
Endnotes……Page 512
Chapter 17: Human Resource Policies and Practices……Page 517
The Cadbury HR battle……Page 518
How the selection process works……Page 519
Initial selection……Page 520
glOBal Perceptions of fairness in selection methods……Page 521
Substantive selection……Page 523
Contingent selection……Page 525
Types of training……Page 526
Face the facts Employee training in Europe……Page 527
Training methods……Page 528
Performance evaluation……Page 529
What do we evaluate?……Page 530
Who should do the evaluating?……Page 531
Methods of performance evaluation……Page 533
Suggestions for improving performance evaluations……Page 534
Providing performance feedback……Page 535
The leadership role of HR……Page 536
Managing work–life conflicts……Page 537
Implications for managers……Page 539
Point/Counterpoint Social media is a great source of new hires……Page 540
Ethical dilemma Is it unethical to ‘shape’ your curriculum vitae (CV)?……Page 541
Case incident 2 The end of the performance appraisal?……Page 542
Endnotes……Page 543
Chapter 18: Organizational Change and Stress Management……Page 549
Lego: King of the castle……Page 550
Forces for change……Page 551
Planned change……Page 552
Resistance to change……Page 553
Overcoming resistance to change……Page 554
The politics of change……Page 556
Lewin’s three-step model……Page 557
Kotter’s eight-step plan for implementing change……Page 558
Organizational development……Page 559
glOBal The state of perpetual change……Page 562
Stimulating a culture of innovation……Page 563
Creating a learning organization……Page 564
What is stress?……Page 566
Face the facts Work-related stress……Page 567
Potential sources of stress……Page 568
Individual differences……Page 570
Consequences of stress……Page 571
Managing stress……Page 572
OB in the news High cost of mental health problems forces employers to act……Page 573
Implications for managers……Page 574
Point/Counterpoint Managing change is an episodic activity……Page 575
Experiential exercise Strategy and change……Page 576
Case incident 1 When companies fail to change……Page 577
Endnotes……Page 578
Glossary……Page 583
Indexes……Page 594

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