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Essentials of Organizational Behavior
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Essentials of Organizational Behavior
An Evidence-Based Approach

Second Edition
Additional resources:


January 2018 | 544 pages | SAGE Publications, Inc
The tools you need to manage and lead.

Concise, practical, and based on the best available research, Essentials of Organizational Behavior: An Evidence-Based Approach, Second Edition equips students with the necessary skills to become effective leaders and managers. Author Terri A. Scandura uses an evidence-based approach to introduce students to new models proven to enhance the well-being, motivation, and productivity of people in the work place. Experiential exercises, self-assessments, and a variety of real-world cases and examples provide students with ample opportunity to apply OB concepts and hone their critical thinking abilities.  

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Preface
 
Acknowledgments
 
About the Author
 
Section I: Introduction
 
Chapter 1: What is Organizational Behavior?
Chapter Learning Objectives

 
A Crisis of Leadership?

 
What is Organizational Behavior?

 
Evidence-Based Management

 
What is Critical Thinking?

 
The Scientific Method

 
Outcome Variables in Organizational Behavior

 
Levels of Analysis in Organizational Behavior

 
How OB Research Increases Employee Performance

 
Theory X and Theory Y

 
Plan for This Textbook

 
Leadership Implications: Thinking Critically

 
Key Terms

 
Toolkit Activity 1.1: Personal Leadership Development Plan

 
Case Study 1.1: Organizational Science in The Real World

 
Self-Assessment 1.1: Are You Theory X Or Theory Y?

 
Self-Assessment 1.2: Assessing Your Experiential Evidence Base

 
 
Section II: Understanding Individuals in Organizations
 
Chapter 2: Personality and Person-Environment Fit
Chapter Learning Objectives

 
The Right Stuff at the Wrong Time?

 
What is Personality?

 
Myer-Briggs Type Indicator

 
“The Big Five”

 
Personality Traits and Health Research

 
Other Relevant Personality Traits

 
Psychological Capital

 
Core-Self Evaluations

 
Person-Environment Fit

 
Leadership Implications: Understanding Others

 
Key Terms

 
Toolkit Activity 2.1: Fitting In Somewhere Great!

 
Case Study 2.1: Who Would You Hire?

 
Self-Assessment 2.1: The Big Five Personality Test

 
Self-Assessment 2.2: Type A/Type B Behavior Pattern

 
Self-Assessment 2.3: Core Self-Evaluations Assessment

 
 
Chapter 3: Emotions and Moods
Chapter Learning Objectives

 
Does Lack of Sleep Make You Grumpy?

 
Emotions and Moods at Work

 
Affective Events Theory: An Organizing Framework

 
Affective Climate

 
Moods

 
Emotional Labor

 
Emotional Intelligence

 
Emotional Contagion

 
Affective Neuroscience

 
Leadership Implications: Affective Coaching

 
Key Terms

 
Toolkit Activity 3.1: The 5-Minute Gratitude Exercise

 
Case Study 3.1: Managing Your Boss’s Moods And Emotions

 
Self-Assessment 3.1: Positive and Negative Affect Schedule (PANAS)

 
Self-Assessment 3.2: Emotion Regulation Questionnaire (ERQ)

 
 
Chapter 4: Attitudes and Job Satisfaction
Chapter Learning Objectives

 
Job Satisfaction: An Upward Trend

 
What is an Attitude?

 
Do Attitudes Matter?

 
Job Satisfaction

 
Job Search Attitudes

 
Organizational Commitment

 
Perceived Organizational Support

 
Psychological Empowerment

 
Leadership Implications: Creating Meaning at Work

 
Key Terms

 
Toolkit Activity 4.1: What Do Workers Want From Their Jobs?

 
Case Study 4.1: A Crisis In Nursing

 
Self-Assessment 4.1: How Much Career Adaptability Do You Have?

 
Self-Assessment 4.2: Do You Experience Empowerment?

 
 
Chapter 5: Perception, Decision Making, and Problem Solving
Chapter Learning Objectives

 
Would You Be Happier If You Were Richer?

 
Understanding Why People Don’t See Eye to Eye

 
Employability: Self-Fulfilling Prophecies During the Application Process

 
Individual Decision Making

 
The Rational Decision-Making Model

 
Prospect Theory

 
Intuition

 
Decision Traps

 
Creative Problem Solving

 
Leadership Implications: Making Ethical Decisions

 
Key Terms

 
Toolkit Activity 5.1: The Oil Drilling Partnership

 
Case Study 5.1: Do You Have To Spend Money To Make Money?

 
Self-Assessment 5.1: Employability – Perceptions Of Prospective Employers

 
Self-Assessment 5.2: How Would You Rate Your Creativity?

 
 
Section III: Influencing and Motivating Employees
 
Chapter 6: Leadership
Chapter Learning Objectives

 
Have Leaders Lost Their Followers’ Trust?

 
What is Leadership?

 
Trait Approaches

 
Leader Behaviors

 
Path-Goal Theory

 
Leader-Member Exchange

 
The Importance of Trust

 
Full-Range Leadership Development

 
Moral Approaches

 
Critiques of Leadership Theory

 
Leadership Implications: Flexibility Matters

 
Key Terms

 
Toolkit Activity 6.1: Applying the Full-Range Leadership Development Model

 
Toolkit Activity 6.2: Comparing Supervisor Leader–Member Exchange

 
Case Study 6.1: Which Boss Would You Rather Work For?

 
Self-Assessment 6.1: Mentoring Functions Questionnaire (MFQ-9)

 
Self-Assessment 6.2: How Trustful Are You?

 
 
Chapter 7: Power and Politics
Chapter Learning Objectives

 
What is it Like to Have Power?

 
Power and Influence

 
Bases of Power

 
Organizational Sources of Power

 
Influence Strategies

 
Impression Management

 
Managing Impressions with Body Language

 
Perceptions of Organizational Politics

 
Political Skill

 
Leadership Implications: Managing with Power

 
Key Terms

 
Toolkit Activity 7.1: Politics Or Citizenship?

 
Toolkit Activity 7.2: What Would You Do?

 
Case Study 7.1: Can You Succeed Without Power?

 
Self-Assessment 7.1: Your Impression Management Strategies

 
Self-Assessment 7.2: What’s Your Level Of Political Acumen?

 
 
Chapter 8: Motivation: Core Concepts
Chapter Learning Objectives

 
Do You Have Grit?

 
What is Motivation?

 
Need Theories

 
Goal Setting

 
The Importance of Fairness

 
Organizational Justice: Expanding the Concept of Fairness

 
Expectancy Theory

 
The Pygmalion Effect

 
Leadership Implications: Who Will Lead?

 
Key Terms

 
Toolkit Activity 8.1: Future Me Letter

 
Toolkit Activity 8.2: Smart Goals Template

 
Toolkit Activity 8.3: Understanding The Pygmalion Effect

 
Case Study 8.1: Building Motivation

 
Self-Assessment 8.1: How Much Perseverance Do You Have?

 
 
Chapter 9: Motivation: Applications
Chapter Learning Objectives

 
The Meaning of Money

 
Reinforcement Theory

 
Social Learning Theory

 
Intrinsic Versus Extrinsic Rewards

 
What Money Can and Cannot Do

 
Performance Management

 
Problems with Performance Reviews

 
Feedback Seeking

 
Leadership Implications: Motivating with Rewards

 
Key Terms

 
Toolkit Activity 9.1: Performance Appraisal Do’s And Don’ts

 
Toolkit Activity 9.2: Performance Management Role-Play

 
Case Study 9.1: Pay Inequity At Goodyear Tire And Rubber

 
Self-Assessment 9.1: Work Values Checklist

 
 
Section IV: Building Relationships
 
Chapter 10: Group Processes and Teams
Chapter Learning Objectives

 
Does Trust Impact Team Performance?

 
What is a Team?

 
Team Purpose

 
Team Development

 
Team Effectiveness

 
Cohesion

 
Team Decision Making

 
Team Challenges

 
Team Diversity

 
Leadership Implications: Empowering the Team

 
Key Terms

 
Toolkit Activity 10.1: The Team Charter

 
Toolkit Activity 10.2: The Marshmallow Challenge (Team Exercise)

 
Toolkit Activity 10.3: How To Run An Effective Meeting (Checklist)

 
Case Study 10.1: Problem Solving In Virtual Teams

 
Self-Assessment 10.1: Teamwork Orientation

 
Self-Assessment 10.2: Team Leadership Inventory (TLI)

 
 
Chapter 11: Managing Conflict and Negotiation
Chapter Learning Objectives

 
The Costs of Workplace Conflict

 
What is Conflict?

 
Conflict Resolution Styles

 
Team Conflict and Performance

 
Resolving Conflict Across Cultures

 
Third-Party Interventions

 
Negotiation

 
Leadership Implications: Perspective Taking

 
Key Terms

 
Toolkit Activity 11.1: Checklist For Difficult Conversations

 
Toolkit Activity 11.2: Salary Negotiation

 
Toolkit Activity 11.3: Negotiation Style Assessment

 
Case Study 11.1: Perspective Taking: Captain Owen Honors

 
Self-Assessment 11.1: Conflict Resolution Styles

 
 
Chapter 12: Organizational Communication
Chapter Learning Objectives

 
“Thin Slicing” A Conversation

 
What is Organizational Communication?

 
Barriers to Effective Communication

 
Communication Networks

 
Electronic Communication

 
Cross-Cultural Communication

 
Nonverbal Communication

 
Silence

 
Leadership Implications: The Management of Meaning

 
Key Terms

 
Toolkit Activity 12.1: Active Listening Exercise

 
Case Study 12.1: What’s App-Ening?

 
Self-Assessment 12.1: Quality Of Communication Experience

 
 
Chapter 13: Diversity and Cross-Cultural Adjustments
Chapter Learning Objectives

 
Diversity: A Key Workforce Trend

 
Generations at the Workplace

 
What is Culture?

 
Globe Studies of Cross-Cultural Leadership

 
Developing Global Leaders

 
Culture Shock

 
Expatriate Adjustment

 
Leadership Implications: Becoming a Global Leader

 
Key Terms

 
Toolkit Activity 13.1: Generations At Work

 
Toolkit Activity 13.2: Journey To Sharahad

 
Case Study 13.1: Managing Diversity At Ibm Netherlands

 
Case Study 13.2: “A Person Needs Face, Like A Tree Needs Bark”

 
Self-Assessment 13.1: What Is Your Cultural Intelligence?

 
Self-Assessment 13.2: Do You Have A Global Mindset?

 
 
Section V: Leaders as Change Agents
 
Chapter 14: Organizational Culture
Chapter Learning Objectives

 
Culture Change at Verizon: Can You Hear Me Now?

 
What is Organizational Culture?

 
Markets, Bureaucracies, and Clans

 
National Culture and Organizational Culture

 
Strong Organizational Cultures

 
Socialization

 
How Employees Learn Culture

 
Organizational Climate

 
Leadership Implications: Culture Change

 
Key Terms

 
Toolkit Activity 14.1: Comparing Organizational Cultures: IDEO and Amazon

 
Case Study 14.1: Changing Corporate Culture: The Case of B-MED

 
Self-Assessment 14.1: Comparing Service Climates

 
 
Chapter 15: Leading Change and Stress Management
Chapter Learning Objectives

 
Ing’s Agile Transformation

 
Forces Driving Organizational Change

 
Planned Organizational Change

 
Resistance to Change

 
Leading Change

 
Stress in the Context of Organizational Change

 
What is Stress?

 
Coping

 
Preventive Stress Management in Organizations

 
Leadership Implications: Helping Employees Cope

 
Toolkit Activity 15.1: Appreciative Inquiry

 
Toolkit Activity 15.2: Warning Signs Of Burnout

 
Toolkit Activity 15.3: Stressful Life Events

 
Case Study 15.1: We Have To Change: Alighting Innovation In The Utility Industry

 
Case Study 15.2: The Price Of Entrepreneurship

 
Self-Assessment 15.1: Leading Through Change Assessment

 
Self-Assessment 15.2: Perceived Stress Scale

 
 
Appendix: Research Designs Used in Organizational Behavior
 
Glossary
 
Notes
 
Index

Supplements

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“A good book for OB students of all levels of study with many activities and resources that help students master the material.”

Stephanie Maynard-Patrick
St. Thomas University

“This is a great text. It covers relevant topics without being too verbose. It is also “modern” while retains critical seminal work.” 

Dwight M. Hite
East Central University

“Engaging, current and practical. This text provides emerging leaders with an opportunity to connect organizational theory with actual organizations. Each chapter provides interactive application to enable students to connect the learning to their own leadership and organizations.”

Julia P. Hood
Nyack College

“Cutting edge, engaging, real-time OB text. Hands down a must-have!”

Renee A. Just
Catwaba College

“Good quality, concise and covers the important topics in OB today.”

William Laing
Brenau University

“This text is based on evidence and sound research in OB with some very engaging activities to help students walk the theory into their experience with organizations. Nice price for students.”

Angela M. Balog
Saint Francis University

“This book should get serious consideration for use in an organizational behavior class.”

Sam Faught
The University of Tennessee at Martin

“This text has a strong chapter on Power and Politics. Students come out of the course with a good understanding of power and the role politics plays in organizations…”

Nancy J. Hanson-Rasmussen
University of Wisconsin-Eau Claire

“Very comprehensive, evidence-based…”

Paul Axelrod
University of San Francisco

“A focused examination of the fundamental concepts of organizational behavior.”

Christopher J. Hartwell
Utah State University
Key features

NEW TO THIS EDITION:

  • A new Emotions and Moods chapter delves into important topics like emotional intelligence, emotional contagion, and affective neuroscience.
  • A new Power and Politics chapter unpacks the most effective influence strategies and helps students develop their political skills.
  • A streamlined table of contents now combines perception and decision making in a single chapter and change and stress in a single chapter.
  • New case studies, including some from SAGE Business Cases for the Interactive eBook, on topics such as virtual teams, equal pay and the gender wage gap, and the use of apps at work introduce timely and relevant discussions to help foster student engagement.
  • The new edition has been rigorously updated with the latest research throughout and includes expanded coverage of Machiavellian leadership, ethical decision making, and organizational design through change.
  • New Best Practices and Research in Action boxes as well as new Toolkit Activities and Self-Assessments have been added to make the text even more hands-on and practical.

KEY FEATURES:

  • Built around an organizing framework designed to help students understand individual behavior and learn how to influence and motivate others, build relationships, and lead change.
  • An evidence-based approach introduces students to theories, models, and concepts that are validated by the best available research with an emphasis on newer approaches.
  • Leadership Implications in every chapter help students understand how leaders can use OB concepts to affect positive change at the individual, group, and organizational level.
  • Strong coverage of timely topics such as mindfulness, neuroscience, and social networking.
  • Critical Thinking Questions, Best Practices, and Research in Action boxes help students develop the skills they need to problem solve and succeed in the workplace.
  • Chapter Toolkits include real-world Case Studies, Self-Assessments, and Exercises that allow students to practice applying OB concepts to real organizations and their own lives.
  • Assignable SAGE Premium Video (available via the interactive eBook version, linked through SAGE coursepacks) is tied to learning objectives, and curated and produced exclusively for this text to bring concepts to life and appeal to different learning styles. Featuring videos from sources such AP, Bloomberg, and Wall Street Journal, as well as SAGE Knowledge videos linked to Learning Objectives.

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