Essentials of organizational behavior:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Boston [u.a.]
Pearson
2016
|
| Ausgabe: | 13. ed., global ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027962224&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | 384 S. graph. Darst. |
| ISBN: | 1292090073 9781292090078 |
Internformat
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| 245 | 1 | 0 | |a Essentials of organizational behavior |c Stephen P. Robbins ; Timothy A. Judge |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Essentials of organizational behavior
Autor: Robbins, Stephen P
Jahr: 2016
T hirt e e nth Edition
Global Edition
ESSENTIALS OF
ORGANIZATIONAL BEHAVIOR
Stephen P. Robbins
San Diego State University
Timothy A. Judge
University ofNotre Dame
PEARSON
Boston Columbus Indianapolis New York San Francisco
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Säo Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
CONTENTS
Preface 15
Acknowledgments 20
About the Authors 21
PART 1 Introduction 23
Chapter 1
WHAT IS ORGANIZATIONAL
BEHAVIOR? 23
The Importance of Interpersonal Skills 24
Enter Organizational Behavior 24
Complementing Intuition with Systematic
Study 25
Big Data 26
Disciplines ThatContribute tothe OB Field 27
Psychology 28
Social Psychology 28
Sociology 28
Anthropology 28
There Are Few Absolutes in OB 28
Challenges and Opportunitiesfor OB 29
Responding to Economic Pressures 29
Responding to Globalization 32
Managing Workforce Diversity 33
Improving Customer Service 33
Improving People Skills 33
Working in Networked Organizations 33
Enhancing Employee Well-Being
at Work 34
Creating a Positive Work Environment 34
Improving Ethical Behavior 35
Coming Attractions: Developing an OB
Model 35
An Overview 35
Summary 36
Implications for Managers 36
8
PART 2 Understanding Yourself
and Others 38
Chapter 2
WORKPLACE DIVERSITY 38
Diversity 39
Demographic Characteristics of the
U.S. Workforce 39
Levels of Diversity 39
Discrimination 40
Biographical Characteristics 42
Age 42
Sex 43
Race and Ethnicity 44
Disability 45
Other Biographical Characteristics: Tenure,
Religion, Sexual Orientation and Gender
Identity, and Cultural Identity 46
Ability 49
Intellectual Abilities 49
Physical Abilities 51
The Role of Disabilities 52
Implementing Diversity Management
Strategies 52
Attracting, Selecting, Developing,
and Retaining Diverse Employees 52
Diversity in Croups 53
Effective Diversity Programs 53
Summary 54
Implications for Managers 54
Chapter 3
ATTITUDES 56
Attitudes 57
What Are the Main Components
of Attitudes? 57
Contents 9
Does Behavior Always Follow from
Attitudes? 57
Moderating Variables 59
What Arethe Major Job Attitudes? 59
Job Satisfaction 59
Job Involvement 59
Organizational Commitment 60
Perceived Organizational Support 60
Employee Engagement 61
Job Satisfaction 62
Measuring Job Satisfaction 62
How Satisfied Are People in Their Jobs? 63
What Causes Job Satisfaction? 64
The Impact of Satisfied and Dissatisfied
Employees on theWorkplace 65
Job Satisfaction and Job Performance 66
Job Satisfaction and OCB 67
Job Satisfaction and Customer
Satisfaction 67
Job Satisfaction and Absenteeism 67
Job Satisfaction and Turnover 67
Job Satisfaction and Workplace Deviance 68
Managers Often Don t Get It 68
Summary 68
Implications for Managers 69
Chapter 4
EMOTIONS AT WORK 70
What Are Emotionsand Moods? 71
The Basic Emotions 72
The Basic Moods: Positive and Negative
Affect 72
Experiencing Moods and Emotions 73
The Function of Emotions and Moods 73
Do Emotions Make Us Irrational? 74
Do Emotions Make Us Ethical? 74
Sources of Emotions and Moods 74
Potential Influences on Moods
and Emotions 75
Emotional Labor 78
Affective EventsTheory 79
Emotional Intelligente 80
The Case for El 80
The Case Against El 81
Emotion Regulation 81
OB Applications of Emotions
and Moods 82
Selection 83
Decision Making 83
Creativity 83
Motivation 83
Leadership 84
Negotiation 84
Customer Service 85
Job Attitudes 85
Deviant Workplace Behaviors 85
Safety and Injury atWork 85
Summary 86
Implications for Managers 86
Chapter 5
VALUES AND PERSONALITY 87
Personality 88
What Is Personality? 88
Dominant Personality Frameworks 89
The Myers-Briggs Type Indicator 89
The Big Five Personality Model 90
Other Personality Frameworks 93
TheDarkTriad 93
Approach-Avoidance 95
Other Personality Traits Relevant toOB 96
Core Self-Evaluations 96
Self-Monitoring 96
Proactive Personality 97
Personality and Situations 97
Situation Strength Theory 98
Trait Activation Theory 99
10 Contents
Values 100
The Importance and Organization
of Values 100
Terminal versus Instrumental Values 101
Linking an Individual s Personality and Values
to the Workplace 101
Person-Job Fit 101
Person-Organization Fit 102
International Values 103
Hofstede s Framework 104
The GLOBE Framework 107
Comparison of Hofstede s Framework
and the GLOBE Framework 107
Summary 107
Implications for Managers 108
Chapter 6
PERCEPTION AND
DECISION PROCESSES 109
What Is Perception? 110
Factors That Influenae Perception 110
Person Perception: Making Judgments
AboutOthers 111
Attribution Theory 111
Common Shortcuts in Judging Others 113
The Link Between Perception and Individual
Decision Making 114
Decision Making in Organizations 115
The Rational Model, Bounded Rationality,
and Intuition 115
Common Biases and Errors in Decision
Making 117
Overconfidence Blas 117
Anchoring Bias 118
Confirmation Bias 118
Availability Bias 118
Escalation of Commitment 119
Risk Aversion 119
Hindsight Bias 119
Organizational Constraints
on Decision Making 120
Performance Evaluation 120
Reward Systems 120
Formal Regulations 121
System-Imposed Time Constraints 121
Historical Precedents 121
What About Ethics in Decision
Making? 121
Three Ethical Decision Criteria 121
Creativity in Organizations 122
Creative Behavior 123
Causes of Creative Behavior 124
Creative Outcomes (Innovation) 125
Summary 125
Implications for Managers 125
PART 3 Motivating Others 127
Chapter 7
THE BASICS OF MOTIVATION 127
Defining Motivation 128
Early Theoriesof Motivation 128
Hierarchy of Needs Theory 128
Theory X and Theory Y 129
Two-Factor Theory 130
McCIelland s Theoryof Needs 131
Contemporary Theories of Motivation 132
Self-Determination Theory 132
Goal-Setting Theory 134
Other ContemporaryTheories
of Motivation 136
Self-Eff icacyTheory 136
Equity Theory/Organizational Justice 138
Expectancy Theory 143
Workplace Motivation 145
Job Engagement 145
Summary 145
Implications for Managers 146
Contents 11
Chapter 8
APPLIED MOTIVATION 147
Motivating by Job Design:The Job
Characteristics Model 148
The Job Characteristics Model 148
How Can Jobs Be Redesigned? 149
Job Rotation 150
Job Enrichment 150
Relational Job Design 151
Alternative WorkArrangements 152
Flextime 152
Job Sharing 154
Telecommuting 154
Employee Involvement 155
Examples of Employee Involvement
Programs 156
Linking Employee Involvement Programs
and Motivation Theories 157
Using Pay to Motivate Employees 157
Whatto Pay: Establishing a Pay
Structure 157
How to Pay: Rewarding Individual
Employees through Variable-Pay
Programs 158
Using Benefits to Motivate Employees 161
Flexible Benefits: Developing a Benefits
Package 161
Using Intrinsic Rewards to Motivate
Employees 162
Employee Recognition Programs 162
Summary 163
Implications for Managers 163
PART 4 Communicating in Croups
and Teams 164
Chapter 9
COMMUNICATION AT WORK 164
The Communication Process 165
Direction of Communication 166
Downward Communication 166
Upward Communication 166
Lateral Communication 167
Organizational Communication 167
Formal Small-Group Networks 167
The Grapevine 168
Modes of Communication 169
Oral Communication 169
Written Communication 169
Nonverbal Communication 169
Choice of Communication Channel 170
Channel Richness 170
Choosing Communication Methods 170
Information Security 172
Persuasive Communication 173
Automatic and Controlled Processing 173
Interest Level 173
Prior Knowledge 174
Personality 174
Message Characteristics 174
Barriers to EffectiveCommunication 174
Filtering 174
Selective Perception 175
Information Overload 175
Emotions 175
Language 175
Silence 176
Communication Apprehension 176
Lying 176
Global Implications
Cultural Barriers
Cultural Context
A Cultural Guide
Summary 179
Implications for Managers 180
Chapter10
FROM GROUPS TO TEAMS 181
Why Have Teams BecomeSo Populär? 182
177
177
178
178
12 Contents
Differences Between Croupsand Teams 182
Types of Teams 183
Problem-Solving Teams 183
Self-Managed Work Teams 184
Cross-Functional Teams 184
Virtual Teams 185
Multiteam Systems 185
Creating Effective Teams 186
Context: What FactorsDetermine Whether
Teams AreSuccessful? 187
Team Composition 188
Team Processes 190
Turning Individuais into Team Players 192
Selecting: Hiring Team Players 192
Training: Creating Team Players 193
Rewarding: Providing Incentives to
Be a Good Team Player 193
Beware!Teams Aren tAlways theAnswer 193
Summary 194
Implications for Managers 194
Chapter 11
KEY GROUP CONCEPTS 196
Defining and Classifying Groups 197
The Five-Stage Model 197
An Alternative Model for Temporary
Groups with Deadlines 198
Group Property1: Roles 199
Role Perception 199
Role Expectations 200
Role Conflict 200
Group Property 2: Norms 200
Norms and Behavior 200
Conformity 201
Deviant Workplace Behavior 202
Group Property 3:Status 203
What DeterminesStatus? 204
Status and Norms 204
Status and Group Interaction 204
Group Property 4:Size 204
Group Property 5:Cohesiveness 205
Group Property6: Diversity 206
Faultlines 207
Group Decision Making 207
Groups versusthe Individual 207
Groupthink and Groupshift 208
Group Decision-Making Techniques 210
Summary 211
Implications for Managers 212
PART 5 Exercising Influenae 213
Chapter 12
LEADERSHIP AND TRUST 213
What Is Leadership? 214
Trait Theories 214
Behavioral Theories 215
Summary of Trait Theories and Behavioral
Theories 216
Contingency Theories 216
The Fiedler Model 217
Other Contingency Theories 219
Charismatic Leadershipand Transformational
Leadership 220
Charismatic Leadership 220
Transformational Leadership 223
Authentic Leadership: Ethicsand Trust 226
What Is Authentic Leadership? 226
Ethical Leadership 226
Servant Leadership 227
Trust and Leadership 228
What Are the Consequencesof Trust? 228
Leading for the Future: Mentoring 229
Mentoring 229
Challenges tothe Leadership Construct 230
Leadership asan Attribution 230
Substitutes forand Neutralizers of
Leadership 230
Contents 13
Finding and Creating Effective Leaders 231
Selecting Leaders 231
Training Leaders 232
Summary 232
Implications for Managers 232
Chapter13
POWER AND ORGANIZATIONAL
POLITICS 234
A Definition of Power 235
Contrasting Leadership and Power 235
Bases of Power 236
Formal Power 236
Personal Power 237
Which Bases of Power Are Most
Effective? 237
Power Tactics 238
How Power Affects People 240
Politics: Power in Action 241
Definition of Organizational Politics 241
The Reality of Politics 241
Causes and Consequencesof Political
Behavior 242
Factors Contributing to Political
Behavior 242
How Do People Respond to Organizational
Politics? 244
Impression Management 246
The Ethics of Behaving Politically 249
Mapping Your Political Career 249
Summary 251
Implications for Managers 251
PART 6 Organizational
Processes 253
Chapter 14
CONFLICT IN ORGANIZATION 253
A Definition of Conflict 254
The Traditional View of Conflict 254
The Interactionist Viewof Conflict 254
Types and Loci of Conflict 255
Types of Conflict 255
Loci of Conflict 256
The Conflict Process 257
Stage I: Potential Opposition or
Incompatibility 257
Stage II: Cognition and
Personalization 258
Stage III: Intentions 258
Stage IV: Behavior 259
Stage V: Outcomes 260
Negotiation 262
Bargaining Strategies 262
The Negotiation Process 265
Steps in the Negotiation Process 265
Individual Differences in Negotiation
Effectiveness 266
Personality Traits in Negotiation 267
Moods/Emotions in Negotiation 267
Culture in Negotiations 268
Gender Differences in Negotiations 268
Summary 269
Implications for Managers 269
Chapter15
ORGANIZATION DESIGN 271
What Is Organizational Structure? 272
Work Specialization 272
DepartmentaIization 273
Chain of Command 274
Span of Control 275
Centralization and Decentral ization 276
Formalization 276
Common Organizational Designs 277
The SimpleStructure 277
The Bureaucracy 278
The Matrix Structure 278
New Design Options 280
14 Contents
The Virtual Organization 280
The Boundaryless Organization 281
The Leaner Organization: Downsizing 282
Why Do Structures Differ? 284
Organizational Strategies 284
Organization Size 285
Technology 285
Environment 286
Organizational Designs and Employee
Behavior 286
Summary 288
Implications for Managers 288
Chapter 16
CREATING AND SUSTAINING
CULTURE 290
What Is Organizational Culture? 291
A Definition of Organizational Culture 291
Culture Is a Descriptive Term 291
Do Organizations Have Uniform
Cultures? 292
Strong versus Weak Cultures 292
Culture versus Formalization 293
What Do Cultures Do? 293
The Functions of Culture 293
Culture Creates Climate 293
Culture as a Liability 294
Creating and Sustaining Culture 295
How a Culture Begins 295
Keeping a Culture Alive 295
Summary: How Cultures Form 299
How Employees Learn Culture 299
Stories 299
Rituals 300
Symbols 300
Language 300
Creating an Ethical Organizational Culture 301
Creating a Positive Organizational Culture 302
Building on Employee Strengths 302
Rewarding More Than Punishing 302
Emphasizing Vitality and Growth 303
Limits of Positive Culture 303
Global Implications 304
Summary 305
Implications for Managers 305
PART 7 Organizational
Dynamics 306
Chapter 17
MANAGING CHANGE 306
Forces for Change 307
Resistance toChange 307
Overcoming Resistance to Change 308
Approaches to Managing Organizational
Change 311
Lewin s Three-Step Model 311
Kotter s Eight-Step Plan for Implementing
Change 311
Organizational Development 312
Creating a Culturefor Change 314
Stimulating a Culture of Innovation 314
Work Stressand Its Management 316
What Is Stress? 316
Consequences of Stress 317
Managing Stress 318
Summary 320
Implications for Managers 320
Epilogue 322
Endnotes 323
Glossary 370
Index 378
|
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| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| edition | 13. ed., global ed. |
| format | Book |
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| genre | 1\p (DE-588)4151278-9 Einführung gnd-content |
| genre_facet | Einführung |
| id | DE-604.BV042527938 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T17:13:38Z |
| institution | BVB |
| isbn | 1292090073 9781292090078 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-027962224 |
| oclc_num | 909784220 |
| open_access_boolean | |
| owner | DE-1050 DE-858 DE-862 DE-BY-FWS DE-92 DE-1102 DE-863 DE-BY-FWS |
| owner_facet | DE-1050 DE-858 DE-862 DE-BY-FWS DE-92 DE-1102 DE-863 DE-BY-FWS |
| physical | 384 S. graph. Darst. |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Pearson |
| record_format | marc |
| spellingShingle | Robbins, Stephen P. 1943- Judge, Timothy A. Essentials of organizational behavior Organizational behavior Unternehmen (DE-588)4061963-1 gnd Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4018776-7 (DE-588)4285859-8 (DE-588)4043786-3 (DE-588)4151278-9 |
| title | Essentials of organizational behavior |
| title_auth | Essentials of organizational behavior |
| title_exact_search | Essentials of organizational behavior |
| title_full | Essentials of organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_fullStr | Essentials of organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_full_unstemmed | Essentials of organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_short | Essentials of organizational behavior |
| title_sort | essentials of organizational behavior |
| topic | Organizational behavior Unternehmen (DE-588)4061963-1 gnd Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| topic_facet | Organizational behavior Unternehmen Führung Organisationsverhalten Organisationspsychologie Einführung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027962224&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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