Behavior in Organizations: International Edition
Autor Dr. Jerald Greenberg, Robert A Baronen Limba Engleză Paperback – 19 apr 2007
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Specificații
ISBN-13: 9780136006879
ISBN-10: 0136006876
Pagini: 800
Dimensiuni: 216 x 276 mm
Greutate: 1.6 kg
Ediția:9Nouă
Editura: Pearson Education
Colecția Pearson Education
Locul publicării:Upper Saddle River, United States
ISBN-10: 0136006876
Pagini: 800
Dimensiuni: 216 x 276 mm
Greutate: 1.6 kg
Ediția:9Nouă
Editura: Pearson Education
Colecția Pearson Education
Locul publicării:Upper Saddle River, United States
Cuprins
Part I: Introduction to Organizational Behavior
Chapter 1. The Field of Organizational Behavior
Chapter2. Organizational Justice, Ethics and Corporate Social Responsibility
Part II: Basic Human Processes
Chapter 3. Perception and Learning
Chapter 4. Personality and Abilities
Chapter 5. Coping with Organizational Life: Emotions and Stress
Part III: The Individual in the Organization
Chapter 6. Work-related Attitudes
Chapter 7. Motivation in Organizations
Part IV: Group Dynamics
Chapter 8. Group Dynamics and Work Teams
Chapter 9. Communication in Organizations
Chapter 10. Decision Making and Creative Problem Solving
Chapter 11. Conflict, Cooperation, and Trust
Part V: Influencing Others
Chapter 12. Social Influence, Power, and Politics
Chapter 13. Leadership
Part VI: Organizational Processes
Chapter 14. Organizational Culture, Creativity, and Innovation
Chapter 15. Organizational Structure and Design
Chapter 16. Managing Organizational Change: Strategic Planning and Organizational Development
Appendix I: Learning About Behavior in Organizations: Theory and Research
Appendix II: Understanding and Managing Your Career
Chapter 1. The Field of Organizational Behavior
Chapter2. Organizational Justice, Ethics and Corporate Social Responsibility
Part II: Basic Human Processes
Chapter 3. Perception and Learning
Chapter 4. Personality and Abilities
Chapter 5. Coping with Organizational Life: Emotions and Stress
Part III: The Individual in the Organization
Chapter 6. Work-related Attitudes
Chapter 7. Motivation in Organizations
Part IV: Group Dynamics
Chapter 8. Group Dynamics and Work Teams
Chapter 9. Communication in Organizations
Chapter 10. Decision Making and Creative Problem Solving
Chapter 11. Conflict, Cooperation, and Trust
Part V: Influencing Others
Chapter 12. Social Influence, Power, and Politics
Chapter 13. Leadership
Part VI: Organizational Processes
Chapter 14. Organizational Culture, Creativity, and Innovation
Chapter 15. Organizational Structure and Design
Chapter 16. Managing Organizational Change: Strategic Planning and Organizational Development
Appendix I: Learning About Behavior in Organizations: Theory and Research
Appendix II: Understanding and Managing Your Career
Caracteristici
For one-semester, undergraduate and graduate courses in Organizational Behavior
Greenberg/Baron shows students the real world of OB by blending the most current research with practical applications and asking them to put it into practice.
What types of examples do you use to get your students involved in the course material? How do you provide insight into the behavior of organizations in your course?
Blends research, theory, and practical application. Greenberg/Baron identify practices in real organizations that demonstrate how OB principles are put to use, and integrate these examples throughout. These illustrate how theory is the basis for real, organizational practices in today’s organizations.
How do you help your students understand how OB is really used/put into practice in business? How do you relate theory to practice in your course? How do you help your students experience the real world of OB, instead of just reading about it ?
Apply OB with hands-on exercises. Educators have said that there is a fundamental distinction between teaching people about something—providing knowledge—and showing them how to do something—developing their skills.Tthis distinction becomes blurred in the field of OB, and for this reason, Greenberg/Baron pays attention to both knowledge and skills.
OB: Making Sense out of Common Sense. These special sections in each chapter explain OB phenomena and shed new light on seemingly commonsensical beliefs about behavior in organizations, offering deeper-than-usual insight into that behavior.
How to Do It. These features, found within each chapter, provide concrete information on putting OB to practical use. They present several concrete tips for readers to follow when attempting to carry out some practice related to the field of OB.
“Experiencing Organizational Behavior.” This pedagogical feature at the end of each chapter includes the following three types of experiential exercises.
How do you integrate diversity in your OB course?
OBin a Diverse World. These sections within each chapter highlight the differences between individuals with respect to race, gender, sexual preference, or nationality and how they impact various OB phenomena.
“Points to Ponder.” A pedagogical feature located at the end of each chapter includes three types of questions.
How do you use cases in your course?
Preview Case. Positioned at the beginning of each chapter, this feature sets up the upcoming material by putting it in the context of a real organizational event. These are either completely new to this edition or updated, and allow the student to relate to the chapter content.
This text is available for personalization in the PHCBR custom database program. Select only the chapters you require or supplement with recommended case studies all under one cover. CLICK HERE to go directly to the PHCBR book-build site or visit our product page for additional information at pearsoncustom.com/business.
Greenberg/Baron shows students the real world of OB by blending the most current research with practical applications and asking them to put it into practice.
What types of examples do you use to get your students involved in the course material? How do you provide insight into the behavior of organizations in your course?
Blends research, theory, and practical application. Greenberg/Baron identify practices in real organizations that demonstrate how OB principles are put to use, and integrate these examples throughout. These illustrate how theory is the basis for real, organizational practices in today’s organizations.
- Using feedback to promote self-efficacy at CHP (Chapter 3) p. 120-3
- Unisys employees learn good listening skills (Chapter 9) p. 365, 2nd to last paragraph
- Practices used to “make organizational changes stick” at Sears, Royal Dutch Shell, and the United States Army (Chapter 16) p. 648
How do you help your students understand how OB is really used/put into practice in business? How do you relate theory to practice in your course? How do you help your students experience the real world of OB, instead of just reading about it ?
Apply OB with hands-on exercises. Educators have said that there is a fundamental distinction between teaching people about something—providing knowledge—and showing them how to do something—developing their skills.Tthis distinction becomes blurred in the field of OB, and for this reason, Greenberg/Baron pays attention to both knowledge and skills.
OB: Making Sense out of Common Sense. These special sections in each chapter explain OB phenomena and shed new light on seemingly commonsensical beliefs about behavior in organizations, offering deeper-than-usual insight into that behavior.
- Good Ethics is Good Business (Chapter 2) p. 59
- Autonomy in the Orchestra Strikes a Sour Note (Chapter 7) p. 278
- Organizational Development is Inherently Unethical—Or, Is It? (Chapter 16) p. 654
How to Do It. These features, found within each chapter, provide concrete information on putting OB to practical use. They present several concrete tips for readers to follow when attempting to carry out some practice related to the field of OB.
- “Telecommunicating as a Business Communication Strategy” (Chapter 1) p. 28
- “Managing Anger in the Workplace” (Chapter 5) p.180
- “How to Inspire Innovation” (Chapter 14) p. 575
“Experiencing Organizational Behavior.” This pedagogical feature at the end of each chapter includes the following three types of experiential exercises.
- Individual Exercise. Students can complete these exercise on their own to gain some insight into various OB phenomena. p. 82
- Group Exercise. By working in small groups, students completing these exercises will be able to experience an important OB phenomenon or concept. The experience itself will also help develop team-building skills. p. 83
- Practicing OB. This exercise is applications-based. It describes a hypothetical problem situation and challenges the reader to explain how various OB practices can be applied to solving it. p. 84
OBin a Diverse World. These sections within each chapter highlight the differences between individuals with respect to race, gender, sexual preference, or nationality and how they impact various OB phenomena.
- Starbucks and Dell Actively Advance the Interests of Women (Chapter 2) p. 79
- Inequity in Housework: Comparing Married Women and Men (Chapter 7) p. 268
- Joint Ventures in China: Beware of Obstacles (Chapter 15) p. 616
“Points to Ponder.” A pedagogical feature located at the end of each chapter includes three types of questions.
- Questions for Review. These questions help students determine the extent to which they understand major points of each chapter. p. 81
- Experiential Questions. These questions help students to understand various OB phenomena by thinking about various experiences in their work lives. p. 81
- Questions to Analyze. The questions in this category help readers think about the interconnections between various OB phenomena and/or how they may be applied. p. 81
How do you use cases in your course?
Preview Case. Positioned at the beginning of each chapter, this feature sets up the upcoming material by putting it in the context of a real organizational event. These are either completely new to this edition or updated, and allow the student to relate to the chapter content.
- Southwest Airlines: Employee Relations Back on Time (Chapter 11) p. 425
- “An Indiscriminate Jerk” (Chapter 12) p. 465
- Commercial Metals Company “Steels” the Show (Chapter 15) p. 583
- The Scoop on Communications at Cold Stone Creamery (Chapter 9) p. 377
- Amazon.com: Innovation Via the “Two-Pizza Team” (Chapter 14) p. 580
- Royal Bank of Canada: Changes You Can Bank On (Chapter 16) p. 659
This text is available for personalization in the PHCBR custom database program. Select only the chapters you require or supplement with recommended case studies all under one cover. CLICK HERE to go directly to the PHCBR book-build site or visit our product page for additional information at pearsoncustom.com/business.
Caracteristici noi
How do you use cases in your course?
Preview Case. Positioned at the beginning of each chapter, this feature sets up the upcoming material by putting it in the context of a real organizational event. These are either completely new to this edition or updated, and allow the student to relate to the chapter content.
Case in Point. This chapter-end case reviews the material covered and brings it to life. Specific tie-ins are made by use of discussion questions appearing after each Case in Point feature. Like the Preview Case, these are also new or updated for this edition.
What are some of the most current trends you see in OB?
NEW Chapter 2 on Organizational Justice, Ethics and Corporate Social Responsibility. In the wake of ethical scandals, organizations have worked to present themselves as ethical entities. How they go about doing this, and the ways in which people perceive fairness of individuals and organizations is the focus of this entirely new chapter. This is in keeping with a great deal of new research on these topics.
New section on Core self-evaluations in Chapter 4: Research has shown that people’s job behavior is in large part based on their images of themselves, known as core self-evaluations. This consists of four key dimensions that have been actively researched in OB, making this topic a key new addition to the book.
Offshoring(Chapter 16):: Among the most widespread changes in organizations today is offshoring, the practice of manufacturing products abroad. Does this hollow out the core of today’s organizations? The social and economic consequences of this practice now are considered in this chapter.
Horizontal and vertical stretch goals (Chapter 7):: To motivate employees, should goals be set that encourage them to do more of what they already do (horizontal stretch goals) or to do entirely different things (vertical stretch goals)? Research bearing on this topic is important, and has been introduced into this edition.
How do you incorporate important topics such as stereotyping and sexual harassment into your course?
Stereotype threats research added.(Chapter 3): This work shows that victims of stereotypes tend to keep those stereotypes alive by living up to (or in many cases, down to, the expectations associated with those stereotypes). The importance of this research, along with its popularity as a topic justifies its inclusion.
Sexual Harrassment coverage expanded in Ch. 12: Despite ongoing sensitivity to sexual harassment, it remains an ongoing problem in today’s organizations. To fully appreciate this problem, two key forms of harassment are focused on: Quid pro quo and hostile environment harassment. Knowing about these helps students appreciate how to avoid not only how to avoid offending others, but also how to avoid legal entanglements.
Other Changes to this Edition:
A new discussion of Engagement is added in Chapter 1: This topic demonstrating how OB can be put to use refers to mutual commitment between employers and employees to do things to help one another achieve each other’s goals and aspirations. Organizations take various steps to engage their employees and employees, in turn, respond by engaging their organizations. To get the ball rolling, organizations do several things (e.g., involve employees in decisions) that promote mutual benefits. This important new material emphasizes the practical application of OB.
New coverage of emotional contagion has been added in Chapter 5: The emotions people express are linked, in large part, to the emotions of others. This phenomenon, known as emotional contagion, has been found to influence behavior in organizations in various ways that now are included in this book.
New coverage of Faultlines has been added in Chapter 8: When groups of diverse individuals break into subgroups with respect to similar characteristics, tension is created that can interfere with group functioning. This notion of faultlines provides insight into group and team functioning.
New Pipedreams discussion available in Chapter 9: New research is reported on the nature of rumors in organizations. A particularly damaging rumor is a pipedream–a rumor that a desirable event is true although it really is untrue. This section looks at how pipedreams can affect organizational behavior.
Defensive avoidance is now discussed in Chapter 10: OB scientists have found several ways to promote group harmony. One of these involves training people to avoid defensive avoidance, the natural tendency to avoid addressing conflict-related tasks. This technique is now described along with several others designed to help develop good relationships in groups.
New coverage of OCB-I and OCB-O is found in Chapter 11: Helping in organizations involves going above and beyond the call of duty. This can take the form of informally helping other individuals (OCB-I) or organizations themselves (OCB-O).
Authentic leadership is now covered in Chapter 13: OB scholars have long considered the qualities of the most effective leaders. Among the newest ones of these now reported in this book is authentic leadership. This refers to the tendency for leaders to be highly moral individuals who are confident, hopeful, optimistic, and resilient, and who are highly aware of the contexts in which they operate.
Vertically integrated organizations are now found in Chapter 15: One popular organizational form, vertical integration, is considered in this edition. Debates have arisen as to the degree to which organizations should own their own suppliers or customers (vertically integrated organizations) or operate independently from them. Attention to this issue prepares readers to understand this debate.
Preview Case. Positioned at the beginning of each chapter, this feature sets up the upcoming material by putting it in the context of a real organizational event. These are either completely new to this edition or updated, and allow the student to relate to the chapter content.
- Southwest Airlines: Employee Relations Back on Time (Chapter 11) p. 425
- “An Indiscriminate Jerk” (Chapter 12) p. 465
- Commercial Metals Company “Steels” the Show (Chapter 15) p. 583
Case in Point. This chapter-end case reviews the material covered and brings it to life. Specific tie-ins are made by use of discussion questions appearing after each Case in Point feature. Like the Preview Case, these are also new or updated for this edition.
- The Scoop on Communications at Cold Stone Creamery (Chapter 9) p. 377
- Amazon.com: Innovation Via the “Two-Pizza Team” (Chapter 14) p. 580
- Royal Bank of Canada: Changes You Can Bank On (Chapter 16) p. 659
What are some of the most current trends you see in OB?
NEW Chapter 2 on Organizational Justice, Ethics and Corporate Social Responsibility. In the wake of ethical scandals, organizations have worked to present themselves as ethical entities. How they go about doing this, and the ways in which people perceive fairness of individuals and organizations is the focus of this entirely new chapter. This is in keeping with a great deal of new research on these topics.
- p. 40-46
New section on Core self-evaluations in Chapter 4: Research has shown that people’s job behavior is in large part based on their images of themselves, known as core self-evaluations. This consists of four key dimensions that have been actively researched in OB, making this topic a key new addition to the book.
- p. 146-148
- p. 213-215
Offshoring(Chapter 16):: Among the most widespread changes in organizations today is offshoring, the practice of manufacturing products abroad. Does this hollow out the core of today’s organizations? The social and economic consequences of this practice now are considered in this chapter.
- p. 635
Horizontal and vertical stretch goals (Chapter 7):: To motivate employees, should goals be set that encourage them to do more of what they already do (horizontal stretch goals) or to do entirely different things (vertical stretch goals)? Research bearing on this topic is important, and has been introduced into this edition.
- p. 260-261
How do you incorporate important topics such as stereotyping and sexual harassment into your course?
Stereotype threats research added.(Chapter 3): This work shows that victims of stereotypes tend to keep those stereotypes alive by living up to (or in many cases, down to, the expectations associated with those stereotypes). The importance of this research, along with its popularity as a topic justifies its inclusion.
- p. 102-103
Sexual Harrassment coverage expanded in Ch. 12: Despite ongoing sensitivity to sexual harassment, it remains an ongoing problem in today’s organizations. To fully appreciate this problem, two key forms of harassment are focused on: Quid pro quo and hostile environment harassment. Knowing about these helps students appreciate how to avoid not only how to avoid offending others, but also how to avoid legal entanglements.
- p. 483-488
Other Changes to this Edition:
A new discussion of Engagement is added in Chapter 1: This topic demonstrating how OB can be put to use refers to mutual commitment between employers and employees to do things to help one another achieve each other’s goals and aspirations. Organizations take various steps to engage their employees and employees, in turn, respond by engaging their organizations. To get the ball rolling, organizations do several things (e.g., involve employees in decisions) that promote mutual benefits. This important new material emphasizes the practical application of OB.
- p. 27-29
New coverage of emotional contagion has been added in Chapter 5: The emotions people express are linked, in large part, to the emotions of others. This phenomenon, known as emotional contagion, has been found to influence behavior in organizations in various ways that now are included in this book.
- p. 170-171
New coverage of Faultlines has been added in Chapter 8: When groups of diverse individuals break into subgroups with respect to similar characteristics, tension is created that can interfere with group functioning. This notion of faultlines provides insight into group and team functioning.
- p. 323
New Pipedreams discussion available in Chapter 9: New research is reported on the nature of rumors in organizations. A particularly damaging rumor is a pipedream–a rumor that a desirable event is true although it really is untrue. This section looks at how pipedreams can affect organizational behavior.
- p. 356-359
Defensive avoidance is now discussed in Chapter 10: OB scientists have found several ways to promote group harmony. One of these involves training people to avoid defensive avoidance, the natural tendency to avoid addressing conflict-related tasks. This technique is now described along with several others designed to help develop good relationships in groups.
- p. 409-410
New coverage of OCB-I and OCB-O is found in Chapter 11: Helping in organizations involves going above and beyond the call of duty. This can take the form of informally helping other individuals (OCB-I) or organizations themselves (OCB-O).
- p. 432-435
Authentic leadership is now covered in Chapter 13: OB scholars have long considered the qualities of the most effective leaders. Among the newest ones of these now reported in this book is authentic leadership. This refers to the tendency for leaders to be highly moral individuals who are confident, hopeful, optimistic, and resilient, and who are highly aware of the contexts in which they operate.
- p. 504-505
- p. 549-552
Vertically integrated organizations are now found in Chapter 15: One popular organizational form, vertical integration, is considered in this edition. Debates have arisen as to the degree to which organizations should own their own suppliers or customers (vertically integrated organizations) or operate independently from them. Attention to this issue prepares readers to understand this debate.
- p. 605-606