Verfügbarkeit: Organizational behavior

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Bibliographische Detailangaben
Titel:	Organizational behavior
Von:	Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University)
Person:	Robbins, Stephen P. 1943- Verfasser aut Judge, Timothy A.
Hauptverfassende:	Robbins, Stephen P. 1943- (VerfasserIn), Judge, Timothy A. (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	Harlow, England ; London ; New York [und 19 weitere] Pearson [2019]
Ausgabe:	18th edition, global edition
Schlagworte:	Organizational behavior Organisation Führung Organisationspsychologie Organisationsverhalten Organisationssoziologie Unternehmen Lehrbuch
Online-Zugang:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030522167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Beschreibung:	770 Seiten Illustrationen, Diagramme
ISBN:	9781292259239 129225923X

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MARC


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adam_text	Brief Contents Preface 23 1 Introduction 1 What Is Organizational Behavior? 34 2 The Individual 2 Diversity in Organizations 74 3 Attitudes and Job Satisfaction 106 4 Personality and Values 134 5 Perception and Individual Decision Making 170 6 Emotions and Moods 208 7 Motivation Concepts 246 8 Motivation: From Concepts to Applications 284 3 The Group 9 Foundations of Group Behavior 318 10 Understanding Work Teams 354 11 Power and Politics 386 12 Communication 422 13 Leadership 460 14 Foundations of Organization Structure 502 4 The Organization System 15 Organizational Culture 538 16 Human Resources Policies and Practices 576 17 Organizational Change and Stress Management 618 18 Conflict and Negotiation 664 Appendix Research in Organizational Behavior 701 Comprehensive Cases 708 Glossary 722 Name Index 732 Organization Index 751 Subject Index 754 3 Contents Preface 23 ^ Hf ^»Introduction Kl 1 What Is Organizational Behavior? 34 The Importance of Interpersonal Skills 37 Management and Organizational Behavior 38 Management Roles 39 • Management Skills 40 • Effective versus Successful Managerial Activities 40 Complementing Intuition with Systematic Study 43 Big Data 43 Myth or Science? Management by Walking Around Is the Most Effective Management 44 Disciplines That Contribute to OB 47 Psychology 47 • Social Psychology 48 • Sociology 48 • Anthropology 48 There Are Few Absolutes in OB 48 Challenges and Opportunities 49 Economic Pressures 50 • Continuing Globalization 50 • Workforce Demographics 52 Personal Inventory Assessments Multicultural Awareness Scale 52 Workforce Diversity 53 • Customer Service 53 • People Skills 53 • Networked Organizations 54 • Social Media 54 • Employee Well-Being at Work 54 • Positive Work Environment 55 • Ethical Behavior 56 An Ethical Choice Vacation: All I Ever Wanted 57 Coming Attractions: Developing an OB Model 58 An Overview 58 • Inputs 58 • Processes 59 • Outcomes 59 Career OBjectlves What do I say about my termination? 61 Employability Skills 64 Employability Skills That Apply across Majors 65 Summary 66 5 6 Contents Implications for Managers 66 Polnt/Counterpolnt The Battle of the Texts 67 Questions for Review 68 Experiential Exercise I’m a Team Leader; I Don’t Need Any Help 68 Ethical Dilemma There’s a Drone in Your Soup 69 Case Incident 1 Apple Goes Global 69 Case Incident 2 Big Data for Dummies 70 Hl^^jj^The Individual 2 Diversity in Organizations 74 Diversity 77 Demographic Characteristics 77 • Levels of Diversity 78 An Ethical Choice Global Diversity. Affirmative Action 79 Discrimination 79 Stereotype Threat 80 Personal Inventory Assessments Intercuitural Sensitivity Scale 81 Discrimination in the Workplace 81 Biographical Characteristics 82 Ago 82 Myth or Science? Bald Is Better 83 Sex 84 • Race and Ethnicity 85 • Disabilities 86 • Hidden Disabilities Other Differentiating Characteristics 88 Tenure 88 • Religion 88 • Sexual Orientation and Gender Identity 89 87 Career OBjectives Should I come out at work? 90 Cultural Identity 91 Ability 92 Intellectual Abilities 92 • Physical Abilities 93 Implementing Diversity Management Strategies 94 Attracting, Selecting, Developing, and Retaining Diverse Employees 94 • Diversity in Groups 95 • Expatriate Adjustment 95 • Effective Diversity Programs 96 Summary 97 Implications for Managers 97 Point/Counterpoint Affirmative Action Programs Have Outlived Their Usefulness 98 Questions for Review 99 Experiential Exercise Helping Each Other and Finding Out We Aren’t That Different 99 Ethical Dilemma Voiding the “License to Discriminate” 100 Case Incident 1 Can Organizations Train Diversity? 100 Case Incident 2 The Encore Career 101 Contents 7 3 Attitudes andJob Satisfaction 106 Attitudes 109 Attitudes and Behavior 110 Job Attitudes 111 Job Satisfaction and Job Involvement 111 An Ethical Choice Office Talk 112 Organizational Commitment 112 • Perceived Organizational Support 113 • Employee Engagement 113 • Are These Job Attitudes All That Distinct? 114 Job Satisfaction 115 Measuring lob Satisfaction 115 • How Satisfied Are People in Their Jobs? 116 What Causes Job Satisfaction? 117 Job Conditions 118 • Personality 118 Personal Inventory Assessments Core Self-Evaluation (CSE) Scale 118 Pay 119 • Corporate Social Responsibility (CSR) 119 Outcomes of Job Satisfaction 120 Job Performance 120 • Organizational Citizenship Behavior (OCB) 120 • Customer Satisfaction 121 • Life Satisfaction 121 Career OBjectives How can I make my job better? 122 The Impact of Job Dissatisfaction 122 Counterproductive Work Behavior (CWB) 123 Myth or Science? Happy Workers Means Happy Profits 125 Managers Often “Don’t Get It” 125 Summary 126 Implications for Managers 126 Point/Counterpoint Employer-Employee Loyalty Is an Outdated Concept 127 Questions for Review 128 Experiential Exercise Job Attitudes Situational Interview 128 Ethical Dilemma Tell-AII Websites 129 Case Incident 1 On-Boarding ... or On-Leaving? 129 Case Incident 2 Job Crafting 130 4 Personality and Values 134 Personality 137 What Is Personality? 137 Career OBjectives How do I ace the personality test? 138 Personal Inventory Assessments Core Five Personality Dimensions 139 Personality Frameworks 139 The Myers-Briggs Type Indicator 140 • The Big Five Personality Model 140 • The Dark Triad 144 8 Contents Other Personality Attributes Relevant to OB 146 Core Self-Evaluations (CSEs) 146 • Self-Monitoring 147 Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds after Meeting Them 148 Proactive Personality 148 Personality, Job Search, and Unemployment 149 Personality and Situations 150 Situation Strength Theory 150 • Trait Activation Theory 151 Values 152 The Importance and Organization of Values 153 • Terminal versus Instrumental Values 153 • Generational Values 153 An Ethical Choice Do You Have a Cheating Personality? 154 Linking an Individual’s Personality and Values to the Workplace 155 Person-Job Fit 155 • Person-Organization Fit 156 • Other Dimensions of Fit 156 Cultural Values 157 Hofstede’s Framework 157 • The GLOBE Framework 158 • Comparison of Hofstede’s Framework and the GLOBE Framework 159 Summary 159 Implications for Managers 159 Point/Counterpoint Millennials Are More Narcissistic Than Their Parents 160 Questions for Review 161 Experiential Exercise Your Best Self 161 Ethical Dilemma Personal Values and Ethics in the Workplace 162 Case Incident 1 On the Costs of Being Nice 163 Case Incident 2 The Clash of the Traits 164 5 What Is Perception? 173 Factors That Influence Perception 173 Person Perception: Making Judgments About Others 175 Attribution Theory 175 Career OBjectlves So what if I’m a few minutes late to work? 177 Common Shortcuts in Judging Others 178 • Specific Applications of Shortcuts in Organizations 179 Myth or Science? All Stereotypes Are Negative 180 The Link Between Perception and Individual Decision Making 181 Decision Making in Organizations 181 The Rational Model, Bounded Rationality, and Intuition 181 • Common Biases and Errors in Decision Making 183 Influences on Decision Making: Individual Différences and Organizational Constraints 187 Individual Differences 187 • Organizational Constraints 189 Perception and Individual Decision Making 170 Contents 9 What About Ethics in Decision Making? 190 Three Ethical Decision Criteria 190 • Lying 192 An Ethical Choice Choosing to Lie 193 Creativity, Creative Decision Making, and Innovation in Organizations 193 Creative Behavior 194 • Causes of Creative Behavior 195 Personal Inventory Assessments Creativity Scale 196 Creative Outcomes (Innovation) 197 S9# Summary 198 Implications for Managers 198 Point/Counterpoint implicit Assessment 199 Questions for Review 200 Experiential Exercise Mafia 200 Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics 201 Case Incident 1 Warning: Collaboration Overload 202 Case Incident 2 How Do Employees Justify Cyberloafing? 202 6 Emotions and Moods 208 What Are Emotions and Moods? 211 The Basic Emotions 212 Myth or Science? Smile, and the Work World Smiles with You 212 Moral Emotions 213 • The Basic Moods: Positive and Negative Affect 213 • Experiencing Moods and Emotions 214 • The Function of Emotions 216 Sources of Emotions and Moods 217 Personality 217 • Time of Day 217 • Day of the Week 219 • Weather 219 Stress 219 • Social Activities 219 • Sleep 221 • Exercise 221 • Age 221 • Sex 221 Emotional Labor 222 Affective Events Theory 224 Emotional Intelligence 225 An Ethical Choice Should Managers Use Emotional Intelligence (El) Tests? 226 Personal Inventory Assessments Emotional Intelligence Assessment 227 Emotion Regulation 227 Emotion Regulation Influences and Outcomes 227 • Emotion Regulation Techniques 228 • Ethics of Emotion Regulation 229 OB Applications of Emotions and Moods 230 The Selection Process 230 • Decision Making 230 • Creativity 231 • Motivation 231 • Leadership 231 • Negotiation 232 • Customer Service 232 • Work-Life Satisfaction 232 Career OBjectives How do 1 turn down the volume on my screaming boss? 233 Deviant Workplace Behaviors 233 • Safety and Injury at Work 234 10 Contents Summary 234 Implications for Managers 234 Point/Counterpoint Sometimes Yelling Is for Everyone’s Good 235 Questions for Review 236 Experiential Exercise Mindfulness at Work 236 Ethical Dilemma Data Mining Emotions 237 Case Incident 1 Hiring an Emotionally Intelligent Employee 238 Case Incident 2 When the Going Gets Boring 239 7 Motivation Concepts 246 Motivation Defined 249 Early Theories of Motivation 250 Hierarchy of Needs Theory 250 • Two-Factor Theory 251 • McClelland’s Theory of Needs 252 Career OBjectives Why won’t he take my advice? 254 Contemporary Theories of Motivation 255 Self-Determination Theory 255 Myth or Science? Helping Others and Being a Good Citizen Is Good for Your Career 256 Goal-Setting Theory 256 Other Contemporary Theories of Motivation 260 Self-Efficacy Theory 260 • Reinforcement Theory 262 An Ethical Choice Motivated by Big Brother 263 Expectancy Theory 264 Personal Inventory Assessments Work Motivation Indicator 266 Equity Theory/Organizational Justice 266 Distributive Justice 267 • Procedural Justice 268 • Interactional Justice 269 • Justice Outcomes 270 • Promotingjustice 271 • Culture and Justice 271 Job Engagement 272 Integrating Contemporary Theories of Motivation 272 Summary 274 Implications for Managers 274 Point/Counterpoint Goals Get You to Where You Want to Be 275 Questions for Review 276 Experiential Exercise Organizational Justice Task 276 Ethical Dilemma Follies of Reward 277 Case Incident 1 Who Needs the Gig Economy? 277 Case Incident 2 Laziness Is Contagious 278 Contents 11 Motivation: From Concepts to Applications 284 Motivating by Job Design: The Job Characteristics Model 287 The Job Characteristics Model 287 Job Redesign 289 Job Rotation and Job Enrichment 289 Myth or Science? Money Can’t Buy Happiness 290 Relational Job Design 291 Personal Inventory Assessments Diagnosing Poor Performance and Enhancing Motivation 292 Alternative Work Arrangements 292 Flextime 293 • Job Sharing 295 • Telecommuting 295 Career OBjectives How can I get flextime? 296 Employee Involvement 298 Examples of Employee Involvement Programs 298 Using Rewards to Motivate Employees 299 What to Pay: Establishing a Pay Structure 300 • How to Pay: Rewarding Individual Employees through Variable-Pay Programs 301 An Ethical Choice Workers’ Cooperatives 305 Using Benefits to Motivate Employees 306 Flexible Benefits: Developing a Benefits Package 306 Using Intrinsic Rewards to Motivate Employees 307 Employee Recognition Programs 307 Summary 309 Implications for Managers 309 Point/Counterpoint Gainsharing: Fair Shares? 310 Questions for Review 311 Experiential Exercise Developing a Motivation Plan for Your Museum Security Guards 311 Ethical Dilemma You Want Me to Do What? 312 Case Incident 1 We Talk, But They Don’t Listen 312 Case Incident 2 Will More Money Fill the Gap? 313 9 Foundations of Group Behavior 318 Defining and Classifying Groups 320 Social Identity 321 • Ingroups and Outgroups 322 • Social Identity Threat 323 Stages of Group Development 323 12 Contents Group Property 1: Roles 324 Role Perception 325 • Role Expectations 325 • Role Conflict 326 • Role Play and Assimilation 326 Myth or Science? Gossip and Exclusion Are Toxic for Groups 327 Group Property 2: Norms 328 Norms and Emotions 328 • Norms and Conformity 328 • Norms and Behavior 329 An Ethical Choice Using Peer Pressure as an Influence Tactic 330 Positive Norms and Group Outcomes 331 • Negative Norms and Group Outcomes 332 • Norms and Culture 333 Group Property 3: Status, and Group Property 4: Size and Dynamics 333 Group Property 3: Status 333 • Group Property 4: Size and Dynamics 335 Group Property 5: Cohesiveness, and Group Property 6: Diversity 337 Group Property 5: Cohesiveness 337 • Group Property 6: Diversity 338 9)010; Personal Inventory Assessments Communicating Supportively 338 Group Decision Making 339 Groups versus the Individual 339 • Groupthink and Groupshift 340 Career OBjectives Can I fudge the numbers and not take the blame? 341 Group Decision-Making Techniques 342 Summary 344 Implications for Managers 344 Point/Counterpoint Diverse Work Groups Are Smarter and More Innovative 345 Questions for Review 346 Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? 346 Ethical Dilemma It’s Obvious, They’re Chinese 348 Case Incident 1 You Are All Fired, but You Are Hired! 348 Case Incident 2 Intragroup Trust and Survival 349 1.0 Understanding Work Teams 354 Why Have Teams Become So Popular? 357 Differences Between Groups and Teams 357 Types of Teams 359 Problem-Solving Teams 359 • Self-Managed Work Teams 359 • Cross- Functional Teams 360 • Virtual Teams 360 • Multiteam Systems 361 An Ethical Choice The Size of Your Meeting’s Carbon Footprint 362 Creating Effective Teams 363 Team Context: What Factors Determine Whether Teams Are Successful? 364 • Team Composition 365 Myth or Science? Team Members Who Are “Hot” Should Make the Play 366 Career OBjectives Is it wrong that I’d rather have guys on my team? 369 Team Processes 370 Contents 13 Personal Inventory Assessments Team Development Behaviors 374 Turning Individuals into Team Players 374 Selecting: Hiring Team Players 374 • Training: Creating Team Players 375 • Rewarding: Providing Incentives to Be a Good Team Player 375 Beware! Teams Aren’t Always the Answer 376 Summary 376 Implications for Managers 377 Point/Counterpoint To Get the Most Out of Teams, Empower Them 378 Questions for Review 379 Experiential Exercise How to Resolve Social Loafing in Your Team? 379 Ethical Dilemma When Your Cycling Skills Matter! 380 Case Incident 1 Trusting Someone You Can’t See 380 Case Incident 2 Smart Teams and Dumb Teams 381 11 Power and Politics 386 Power and Leadership 389 Bases of Power 390 Formal Power 390 • Personal Power 391 • Which Bases of Power Are Most Effective? 392 Dependence: The Key to Power 392 The General Dependence Postulate 392 • What Creates Dependence? 392 • Social Network Analysis: A Tool for Assessing Resources 393 Power Tactics 395 Using Power Tactics 395 • Cultural Preferences for Power Tactics 396 • Applying Power Tactics 396 How Power Affects People 397 Power Variables 398 • Sexual Harassment: Unequal Power in the Workplace 398 Politics: Power in Action 400 Definition of Organizational Politics 400 • The Reality of Politics 400 The Causes and Consequences of Political Behavior 402 Factors Contributing to Political Behavior 402 Career OBjectives Should I become political? 404 Myth or Science? Powerful Leaders Keep Their (Fr)Enemies Close 405 How Do People Respond to Organizational Politics? 406 • Impression Management 408 An Ethical Choice How Much Should You Manage Interviewer Impressions? 410 The Ethics of Behaving Politically 411 OlOjO Personal Inventory Assessments Gaining Power and Influence 411 Mapping Your Political Career 412 Summary 413 14 Contents Implications for Managers 413 Point/Counterpoint Everyone Wants Power 414 Questions for Review 415 Experiential Exercise The Dark Side of Power 415 Ethical Dilemma Sexual Harassment and Office Romances 416 Case Incident 1 Should Women Have More Power? 416 Case Incident 2 Where Flattery Will Get You 417 Communication 422 Functions of Communication 425 Direction of Communication 426 Downward Communication 427 • Upward Communication 427 • Lateral Communication 428 • Formal Small-Group Networks 428 • The Grapevine 429 Modes of Communication 430 Oral Communication 430 Career OBjectives Isn’t this disability too much to accommodate? 433 Written Communication 434 Myth or Science? Today, Writing Skills Are More Important Than Speaking Skills 437 Personal Inventory Assessments Communication Styles 439 Choice of Communication 439 Channel Richness 439 • Choosing Communication Methods 440 • Information Security 442 An Ethical Choice Using Employees in Organizational Social Media Strategy 443 Persuasive Communication 443 Automatic and Controlled Processing 444 Barriers to Effective Communication 445 Filtering 445 • Selective Perception 445 • Information Overload 446 • Emotions 446 • Language 446 • Silence 447 • Communication Apprehension 447 • Lying 448 Cultural Factors 448 Cultural Barriers 448 • Cultural Context 449 • A Cultural Guide 450 Summary 451 Implications for Managers 451 Point/Counterpoint We Should Use Employees’ Social Media Presence 452 Questions for Review 453 Experiential Exercise Choosing the Right Modes of Communication 453 Ethical Dilemma BYOD 454 Case Incident 1 Do Men and Women Speak the Same Language? 455 Case Incident 2 An Underwater Meeting 456 Contents 15 1.3 Leadership 460 Trait Theories 463 Behavioral Theories 464 Career OBjectives How can I get my boss to be a better leader? 465 Summary of Trait Theories and Behavioral Theories 466 Contingency Theories 466 The Fiedler Model 466 • Situational Leadership Theory 468 • Path-Goal Theory 468 • Leader-Participation Model 468 Contemporary Theories of Leadership 469 Leader-Member Exchange (LMX) Theory 469 • Charismatic Leadership 471 • Transactional and Transformational Leadership 474 Myth or Science? Top Leaders Feel the Most Stress 476 Personal Inventory Assessments Ethical Leadership Assessment 478 Responsible Leadership 478 Authentic Leadership 479 • Ethical Leadership 479 An Ethical Choice Holding Leaders Ethically Accountable 481 Abusive Supervision 481 • Servant Leadership 482 Positive Leadership 483 Trust 483 • Mentoring 485 Challenges to Our Understanding of Leadership 486 Leadership as an Attribution 487 • Substitutes for and Neutralizers of Leadership 487 • Selecting Leaders 488 • Training Leaders 489 Summary 490 Implications for Managers 490 Point/Counterpoint CEOs Start Early 491 Questions for Review 492 Experiential Exercise What’s in a Leader? 492 Ethical Dilemma Innocent, but What about Trust? 493 Case Incident 1 Sharing Is Performing 494 Case Incident 2 Leadership by Algorithm 494 14 Foundations of Organization Structure 502 What Is Organizational Structure? 505 Work Specialization 505 • Departmentalization 507 • Chain of Command 508 • Span of Control 509 • Centralization and Decentralization 510 • Formalization 510 • Boundary Spanning 511 Common Organizational Frameworks and Structures 512 The Simple Structure 513 • The Bureaucracy 513 • The Matrix Structure 515 Alternate Design Options 516 16 Contents The Virtual Structure 516 • The Team Structure 517 Career OBjectives What structure should I choose? 518 An Ethical Choice Flexible Structures, Deskless Workplaces 519 The Circular Structure 519 mm Personal Inventory Assessments Organizational Structure Assessment 520 The Leaner Organization: Downsizing 520 Why Do Structures Differ? 522 Organizational Strategies 522 • Organization Size 524 • Technology 524 Environment 524 • Institutions 525 Organizational Designs and Employee Behavior 526 Myth or Science? Employees Can Work Just as Well from Home 526 Summary 528 Implications for Managers 528 Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance Productivity 529 Questions for Review 530 Experiential Exercise The Sandwich Shop 530 Ethical Dilemma Postmillennium Tensions in the Flexible Organization 531 Case Incident 1 Kuuki: Reading the Atmosphere 532 Case Incident 2 Turbulence on United Airlines 532 Organization System V ; , : ■ Vi ■.%», •/,- * *■ t ■ ■.ÏM t ft- Organizational Culture 538 What Is Organizational Culture? 541 A Definition of Organizational Culture 541 • Culture Is a Descriptive Term 542 • Do Organizations Have Uniform Cultures? 543 Myth or Science? An Organization s Culture Is Forever 543 Strong versus Weak Cultures 544 What Do Cultures Do? 544 The Functions of Culture 544 • Culture Creates Climate 545 • The Ethical Dimension of Culture 546 • Culture and Sustainability 547 • Culture and Innovation 548 • Culture as an Asset 549 • Culture as a Liability 550 Creating and Sustaining Culture 551 How a Culture Begins 552 • Keeping a Culture Alive 552 • Summary: How Organizational Cultures Form 555 How Employees Learn Culture 556 Stories 556 • Rituals 556 • Symbols 557 An Ethical Choice A Culture of Compassion 558 Contents 17 Language 558 Influencing an Organizational Culture 559 Developing an Ethical Culture 559 • Developing a Positive Culture 559 • A Spiritual Culture 561 Career OBjectives How do I learn to lead? 563 The Global Context 564 Summary 565 Implications for Managers 566 Personal Inventory Assessments Comfort with Change Scale 566 Point/Counterpoint Organizational Culture Can Be “Measured” 567 Questions for Review 568 Experiential Exercise Creating a Green Culture 568 Ethical Dilemma Culture of Deceit 569 Case Incident 1 Culture of Fear 570 Case Incident 2 Active Cultures 570 Human Resources Policies and Practices 576 Recruitment Practices 579 Selection Practices 579 How the Selection Process Works 579 • Initial Selection 580 Substantive and Contingent Selection 582 Written Tests 583 • Performance-Simulation Tests 584 • Interviews 585 • Contingent Selection Tests 587 Training and Development Programs 587 Types of Training 587 • Training Methods 590 • Evaluating Effectiveness 591 Performance Evaluation 591 What Is Performance? 591 • Purposes of Performance Evaluation 592 • What Do We Evaluate? 592 • Who Should Do the Evaluating? 593 • Methods of Performance Evaluation 594 • Improving Performance Evaluations 595 • Providing Performance Feedback 597 Career OBjectives How do I fire someone? 598 International Variations in Performance Appraisal 599 The Leadership Role of Human Resources (HR) 599 Communicating HR Practices 600 • Designing and Administering Benefits Programs 601 • Drafting and Enforcing Employment Policies 601 An Ethical Choice HIV/AIDS and the Multinational Organization 602 Managing Work-Life Conflicts 603 Myth or Science? The 24-Hour Workplace Is Harmful 603 Mediations, Terminations, and Layoffs 604 Summary 606 Implications for Managers 606 18 Contents Personal Inventory Assessments Positive Practices Survey 607 Point/Counterpoint Employers Should Check Applicants’ Criminal Backgrounds 608 Questions for Review 609 Experiential Exercise Responding to Employees’ Requests of Flexibility 609 Ethical Dilemma Should I Pay the Staff More and Reduce Company’s Profit? 610 Case Incident 1 Getting a Foot in the Door? 611 Case Incident 2 Indentured Doctors 611 Organizational Change and Stress Management 6i8 Change 621 Forces for Change 621 • Planned Change 622 Resistance to Change 623 Overcoming Resistance to Change 625 • The Politics of Change 627 Approaches to Managing Organizational Change 627 Lewin’s Three-Step Model of the Change Process 627 • Rotter’s Eight-Step Plan 628 • Action Research 629 • Organizational Development 629 Creating a Culture for Change 632 Managing Paradox 633 • Stimulating a Culture of Innovation 633 • Creating a Learning Organization 635 • Organizational Change and Stress 636 Stress at Work 637 What Is Stress? 637 • Potential Sources of Stress at Work 640 Career OBjectives How can I bring my team’s overall stress level down? 641 Individual Differences 642 • Cultural Differences 643 Consequences of Stress at Work 644 Myth or Science? When You’re Working Hard, Sleep Is Optional 645 Managing Stress 646 Individual Approaches 647 • Organizational Approaches 647 An Ethical Choice Manager and Employee Stress during Organizational Change 648 Summary 650 Implications for Managers 651 Personal Inventory Assessments Tolerance of Ambiguity Scale 651 Point/Counterpoint Companies Should Encourage Stress Reduction 652 Questions for Review 653 Experiential Exercise Making Employees Less Resistant to Change 653 Ethical Dilemma The Fear of Redundancy and Ceasing Operations 654 Case Incident 1 Sprucing Up Walmart 655 Case Incident 2 Sweat the Stress 656 Contents 19 Conflict and Negotiation 664 A Definition of Conflict 667 Types of Conflict 667 • Loci of Conflict 669 The Conflict Process 671 Stage I: Potential Opposition or Incompatibility 671 • Stage II: Cognition and Personalization 672 • Stage III: Intentions 673 • Stage IV: Behavior 673 • Stage V: Outcomes 675 Personal Inventory Assessments Strategies for Handling Conflict 677 Negotiation 678 Bargaining Strategies 678 Myth or Science? Teams Negotiate Better Than Individuals in Collectivistic Cultures 681 The Negotiation Process 682 Individual Differences in Negotiation Effectiveness 683 Career OBjectives How can I get a better job? 685 An Ethical Choice Using Empathy to Negotiate More Ethically 686 Negotiating in a Social Context 689 Reputation 689 • Relationships 690 • Third-Party Negotiations 690 Summary 691 Implications for Managers 691 Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad for Workers 692 Questions for Review 693 Experiential Exercise A Negotiation Role Play 693 Ethical Dilemma The Case of the Overly Assertive Employee 694 Case Incident 1 Disorderly Conduct 695 Case Incident 2 Rubber Rooms and Collective Bargaining 695 Appendix Research in Organizational Behavior 701 Comprehensive Cases 708 Glossary 722 Name Index 732 Organization Index 751 Subject Index 754
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genre	(DE-588)4123623-3 Lehrbuch gnd-content
genre_facet	Lehrbuch
id	DE-604.BV045132190
illustrated	Illustrated
indexdate	2024-12-20T18:18:55Z
institution	BVB
isbn	9781292259239 129225923X
language	English
lccn	017043368
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-030522167
oclc_num	1055912987
open_access_boolean
owner	DE-1102 DE-355 DE-BY-UBR DE-473 DE-BY-UBG DE-706 DE-898 DE-BY-UBR DE-1050 DE-573 DE-2070s DE-19 DE-BY-UBM DE-92 DE-188 DE-M347
owner_facet	DE-1102 DE-355 DE-BY-UBR DE-473 DE-BY-UBG DE-706 DE-898 DE-BY-UBR DE-1050 DE-573 DE-2070s DE-19 DE-BY-UBM DE-92 DE-188 DE-M347
physical	770 Seiten Illustrationen, Diagramme
publishDate	2019
publishDateSearch	2019
publishDateSort	2019
publisher	Pearson
record_format	marc
spellingShingle	Robbins, Stephen P. 1943- Judge, Timothy A. Organizational behavior Organizational behavior Organisation (DE-588)4043774-7 gnd Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd
subject_GND	(DE-588)4043774-7 (DE-588)4018776-7 (DE-588)4043786-3 (DE-588)4285859-8 (DE-588)4043788-7 (DE-588)4061963-1 (DE-588)4123623-3
title	Organizational behavior
title_auth	Organizational behavior
title_exact_search	Organizational behavior
title_full	Organizational behavior Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University)
title_fullStr	Organizational behavior Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University)
title_full_unstemmed	Organizational behavior Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University)
title_short	Organizational behavior
title_sort	organizational behavior
topic	Organizational behavior Organisation (DE-588)4043774-7 gnd Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd
topic_facet	Organizational behavior Organisation Führung Organisationspsychologie Organisationsverhalten Organisationssoziologie Unternehmen Lehrbuch
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030522167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT robbinsstephenp organizationalbehavior AT judgetimothya organizationalbehavior

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