Organizational Behavior: Bridging Science and Practice Version 4.0 4th Edition by Talya Bauer, ISBN-13: 978-1453337677

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Organizational Behavior: Bridging Science and Practice Version 4.0 4th Edition by Talya Bauer, ISBN-13: 978-1453337677

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Organizational Behavior: Bridging Science and Practice incorporates effective ways to bridge the gap between the theory and practice of management with the distinct, experiential, and evidence-based approach for which this book is known. Organizational Behavior provides the most timely and relevant concepts, vocabulary, frameworks, and critical-thinking skills necessary to diagnose situations, ask tough questions, evaluate answers received, and act in an effective and ethical manner taking into consideration the specific situational characteristics. For those interested in using simulations, Version 4.0 is aligned with Lead: The Simulation to provide a rich, online learning experience.

Table of Contents:

Brief Contents
Contents
About the Authors
Acknowledgments€
Preface
Chapter 1: Organizational Behavior at Work
1.1: The Power of People: The Case of Cayuga Collection
1.2: Understanding Organizational Behavior
About This Book
What Is Organizational Behavior?
Why Organizational Behavior Matters
Adding to Your OB Toolbox
Isn’t OB Just Common Sense?
1.3: Learning and Retention
Learning and Retaining Information
Memory
Chunking
Repetition
Meaning and Motivation
Learning Style Preferences
Learning Techniques for Students
Effective Notetaking
Quizzing
Internships and Practicums
1.4: Organizational Behavior Research Methods
Research Concepts, Tools, and Approaches
Case Studies
Field Studies
Laboratory Studies
Machine Learning
Meta-Analysis
Surveys
Measurement Issues in OB
Analytics
1.5: Trends Influencing Organizational Behavior
Challenges and Opportunities
Ethical Challenges
Online Data Privacy Concerns
Lack of Employee Engagement
Technology and Automation
Uneven Information Quality
Sustainability and Green Business Practices
Aging Workforce
Virtual Marketplace for Staffing
1.6: Employee Engagement in Organizational Change Toward B Corp Status: The Case of Brew Dr. Kombuch
1.7: Conclusion
1.8: Exercises
Endnotes
Chapter 2: Diversity and Inclusion at Work
2.1: Open to All and Color Proud: The Case of Gap Inc.
2.2: Demographic Diversity and Inclusion
Benefits of Diversity and Inclusion
Higher Creativity in Decision Making
Better Understanding and Service of Customers
Higher Job Satisfaction
Higher Stock Prices
Lower Litigation Expenses
Higher Company Performance
Challenges to Achieving€Diversity and Inclusion
Similarity-Attraction Phenomenon
Faultlines
Stereotypes and Unconscious Biases
Specific Diversity Issues
Sex Diversity in the Workplace
Earnings Gap
Glass Ceiling
Sexual Harassment
Race Diversity in the Workplace
Age Diversity in the Workplace
Religious Diversity in the Workplace
Employees with Disabilities in the Workplace
Sexual Orientation and Gender Identity Diversity in the Workplace
Tools for Creating an Inclusive Workplace€
Inclusive Workplace Culture
Diversity Training Programs
Recruitment Practices
Idiosyncratic Deals (i-deals)
Affirmative Action Programs
2.3: Cultural Diversity
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Aggressive-Nurturing (Masculinity–Femininity)
Strength of Norms: Tightness-Looseness of Culture
Suggestions for Managing Cultural Diversity
Develop a Global Mindset
Avoid Ethnocentrism
Listen to Locals
Recognize That Culture Evolves
Do Not Always Assume That Culture Is the Problem
2.4: Focus on Diversity, Ethics, Technology, and National Culture
Diversity and Ethics
Diversity and Technology
Diversity Around the Globe
2.5: Equality as a Core Value: The Case of Salesforce.com
2.6: Conclusion
2.7: Exercises
Endnotes
Chapter 3: Individual Differences and Perception at Work
3.1: Individuals Bringing Their Full Selves to Work: The Case of Fully
3.2: The Interactionist Perspective: The Role of Fit
3.3: Individual Differences: Values and Personality
Values
Personality
Big Five Personality Traits
Positive and Negative Affectivity
Self-Monitoring
Proactive Personality
Self-Esteem
Self-Efficacy
Locus of Control
Personality Testing in Employee Selection
3.4: Perception
Visual Perception
Self-Perception
Social Perception
Attributions
3.5: Focus on Individual Differences, Ethics, Technology, and National Culture
Individual Differences and Ethics
Individual Differences and Technology
Individual Differences Around the Globe
3.6: Hiring for Match: The Case of Netflix
3.7: Conclusion
3.8: Exercises
Endnotes
Chapter 4: Attitudes and Behaviors at Work
4.1: Delivering Happiness: The Case of Zoom Video Communications
4.2: Work Attitudes
What Causes Positive Work Attitudes?
Personality
Person–Environment Fit
Job Characteristics
Psychological Contract
Organizational Justice
Relationships at Work
Stress
Work-Life Balance
Consequences of Positive Work Attitudes
Assessing Work Attitudes in the Workplace
4.3: Work Behaviors
Job Performance
What Are the Major Predictors of Job Performance?
Organizational Citizenship Behaviors
Counterproductive Work Behaviors€
Absenteeism
Turnover
4.4: Focus on Attitudes and Behaviors, Ethics, Technology, and National Culture
Job Attitudes, Behaviors, and Ethics
Job Attitudes, Behaviors, and Technology
Job Attitudes Around the Globe
4.5: People Come First: The Case of SAS
4.6: Conclusion
4.7: Exercises
Endnotes
Chapter 5: Theories of Motivation at Work
5.1: Motivated Employees: The Case of Patagonia
5.2: Understanding Motivation
Intrinsic and Extrinsic Motivation
5.3: Need-Based Theories of Motivation
Maslow’s Hierarchy of Needs
ERG Theory
Two-Factor Theory
Acquired-Needs Theory
5.4: Process-Based Theories
Equity Theory
What Are Inputs and Outcomes?
Who Is the Referent?
Reactions to Unfairness
Overpayment Inequity
Individual Differences in Reactions to Inequity
Fairness Beyond Equity: Procedural and Interactional Justice
Expectancy Theory
Influencing Expectancy Perceptions
Influencing Instrumentality Perceptions
Influencing Valence
Reinforcement Theory
Reinforcement Interventions
Reinforcement Schedules
5.5: Focus on Motivation, Ethics, Technology, and National Culture
Motivation and Ethics
Motivation and Technology
Motivation Around the Globe
5.6: Creating Happiness via Motivation: The Case of The Walt Disney Company
5.7: Conclusion
5.8: Exercises
Endnotes
Chapter 6: Designing a Motivating Work Environment
6.1: Performance with Purpose: The Case of PepsiCo
6.2: Motivating Employees Through Job Design
Importance of Job Design
Scientific Management and Job Specialization
Alternatives to Job Specialization: Rotation, Enlargement, Enrichment, and Job Crafting
Job Characteristics Model
Empowerment
6.3: Motivating Employees Through Goal Setting
Goal-Setting Theory
Setting SMART Goals
Specific and Measurable
Aggressive
Realistic
Time-Bound
Why Do SMART Goals Motivate?
When Are Goals More Effective?
Feedback
Ability
Goal Commitment
Are There Downsides to Goal Setting?
Ensuring Goal Alignment Through Management by Objectives (MBO)
6.4: Motivating Employees Through Performance Reviews
What Is Performance Management?
What Is the Purpose of a Performance Review?
Who Is the Rater?
What Makes an Effective Review System?
Absolute Ratings versus Relative Rankings
One-on-One and Performance Review Meetings
Managing Potential Bias in Performance Reviews
Liking
Leniency
Stereotypes
6.5: Motivating Employees Through Performance Incentives
Performance Incentives
Piece Rate Systems
Individual Bonuses
Merit Pay
Sales Commissions
Employee Recognition Awards
Team Bonuses
Gainsharing
Profit Sharing
Stock Options
6.6: Focus on Motivating Work Environments, Ethics, Technology, and National Culture
Designing a Motivating Work Environment and Ethics
Motivating Work Environments and Technology
Designing a Motivating Work Environment Around the Globe
6.7: Retail with a Purpose: The Case of REI
6.8: Conclusion
6.9: Exercises
Endnotes
Chapter 7: Stress and Emotions at Work
7.1: Mitigating Stress with Mission: The Case of SpaceX
7.2: What Is Stress?
Models of Stress
General Adaptation Syndrome
Demand-Control Model
Job Demands-Resources (JD-R) Model
Causes of Stress at Work
Role Demands and Overload
Work-Life Conflict
Interpersonal Stressors
Life Changes
Financial Stressors, Unemployment, and Job Insecurity
Uncertainty
Anticipatory Stress and Rumination
Outcomes of Stress
Physiological
Psychological
Work Outcomes
Individual Differences in Experienced Stress
7.3: Managing Stress
Individual Approaches to Managing Stress
Eat Energizing Foods
Get Enough Sleep
Get Enough Exercise
Focus on Workplace Recovery
Focus on Flow and Mindfulness
Psychological Coping and Optimism
Create a Social Support Network
Time Management
Organizational Approaches to Managing Stress
Give Employees Autonomy
Create Fair Work Environments
Provide Social Support
Offer Flexible Schedules
Training
Employee Sabbaticals
Employee Assistance Programs
Wellness Programs
7.4: What Are Emotions?
Types of Emotions
Emotional Contagion
7.5: Emotions at Work
Emotions Affect Attitudes and Behaviors at Work
Emotional Labor
Emotional Intelligence
Journaling
7.6: Focus on Stress, Emotions, and Ethics
Stress and Emotions and Ethics
Stress, Emotions, and Technology
Stress and Emotions Around the Globe
7.7: Managing Stress and Emotions: The Case of NASA’s Mission to Mars
7.8: Conclusion
7.9: Exercises
Endnotes
Chapter 8: Communication at Work
8.1: Communication That Transcends Cultures: The Case of IKEA
8.2: Understanding Communication
The Communication Process
8.3: Communication Barriers
Barriers to Effective Communication
Filtering
Selective Perception
Information Overload and the Illusion of Multitasking
Emotional Disconnects
Lack of Source Familiarity or Credibility
Workplace Gossip
Semantics
Gender Differences in Communication
Biased Language
Poor Listening
8.4: Different Types of Communication
Types of Communication
Verbal Communication
Storytelling
Crucial Conversations
Written Communication
Nonverbal Communication
Body Language
Facial Expressions
Eye Contact
Posture
Touch
Space
Communication Channels
Direction of Communication Within Organizations
External Communications
Press Releases
Ads
Web Pages
Customer Communications
8.5: Focus on Communication, Ethics, Technology, and National Culture
Ethics and Communication
Technology and Communication
Cross-Cultural Communication
8.6: Instant Messaging in the Workplace: The Case of Slack
8.7: Conclusion
8.8: Exercises
Endnotes
Chapter 9: Groups and Teams at Work
9.1: Building Teams with Kindness: The Case of Kind
9.2: Group Dynamics
Types of Groups: Formal and Informal
Stages of Group Development
Forming, Storming, Norming, and Performing
Forming
Storming
Norming
Performing
Adjourning
The Punctuated-Equilibrium Model
Cohesion
Can a Group Have Too Much Cohesion?
Social Loafing
Collective Efficacy
9.3: Understanding Team Design Characteristics
Differences Between Groups and Teams
Team Tasks
Team Roles
Task-Oriented Roles
Social-Oriented Roles
Boundary-Spanning Roles
Types of Teams
Team Leadership and Autonomy
Designing Effective Teams: Team Composition
Who Are the Best Individuals for the Team?
How Large Should My Team Be?
How Diverse Should My Team Be?
9.4: Managing Effective Teams
Team Processes for Effective Teams
Establish Team Norms
Agree Upon Team Contracts
Establish Psychological Safety
Engage in Team Performance After-Action Reviews
Managing Effective Teams: Workplace Meetings
Before the Meeting
During the Meeting
After the Meeting
Managing Effective Teams: Putting It All Together
9.5: Barriers to Effective Teams
Common Problems Faced by Teams
Challenges of Knowing Where to Begin
Dominating Team Members
Poor Performance of Some Team Members
Lack of Communication and Coordination
Poorly Managed Team Conflict
9.6: Focus on Managing Groups and Teams, Ethics, Technology, and National Culture
Ethics and Teams
Technology and Teams
Teams Around the Globe
9.7: Four Generations of Teamwork: The Case of the LEGO Group
9.8: Conclusion
9.9: Exercises
Endnotes
Chapter 10: Conflict and Negotiation at Work
10.1: Addressing Conflict with Employee Activism: The Case of Google
10.2: Understanding Conflict
Types of Conflict
Intrapersonal Conflict
Interpersonal Conflict
Intragroup Conflict
Intergroup Conflict
Is Conflict Always Bad?
10.3: Causes and Outcomes of Conflict
Causes of Conflict
Organizational Structure
Limited Resources
Task Interdependence
Incompatible Goals
Personality Differences
Communication Challenges
Outcomes of Conflict
10.4: Conflict Management
Ways to Manage Conflict
Change the Structure
Change the Composition of the Team
Create a Common Opposing Force
Consider Majority Rule
Problem Solve
Consider the Role of Mood
Conflict-Handling Styles
Avoidance
Accommodation
Compromise
Competition
Collaboration
Which Style Is Best?
What If You Don’t Have Enough Conflict Over Ideas?
10.5: Negotiations
The Five Phases of Negotiation
Phase 1: Investigation
Phase 2: Determine Your BATNA
Phase 3: Presentation
Phase 4: Bargaining
Phase 5: Closure
Negotiation Strategies
Distributive Approach
Integrative Approach
When All Else Fails: Third-Party Negotiations
Alternative Dispute Resolution
Mediation
Arbitration
Arbitration-Mediation
10.6: Focus on Conflict and Negotiations, Ethics, Technology, and National Culture
Ethics and Negotiations
Technology, Conflict, and Negotiations
Conflict and Negotiation Around the Globe
10.7: When Conflict Is Productive: The Case of Amazon
10.8: Conclusion
10.9: Exercises
Endnotes
Chapter 11: Decision Making and Creativity at Work
11.1: Making the Decision to Invest in Detroit: The Case of Detroit Bikes and Shinola
11.2: Understanding Decision Making
Decision Making Defined
Types of Decisions
Making Rational Decisions
Making “Good Enough” Decisions
Making Intuitive Decisions
Making Creative Decisions
How Do You Know If Your Decision-Making Process Is Creative?
11.3: Faulty Decision Making
Avoiding Decision-Making Traps
Anchoring and Adjustment Bias
Availability Bias
Confirmation Bias
Escalation of Commitment Bias
Framing Bias
Fundamental Attribution Error
Hindsight Bias
Judgments about Correlation and Causality Bias
Overconfidence Bias
Sampling Bias€
11.4: Decision Making in Groups
When It Comes to Decision Making, Are Two Heads Better Than One?
Groupthink
Tools and Techniques for Making Better Decisions
11.5: Focus on Making Decisions, Ethics, Technology, and National Culture
Ethics and Decision Making
Technology and Decision Making
Decision Making Around the Globe
11.6: Trusting Employees to Make Decisions: The Case of Microsoft
11.7: Conclusion
11.8: Exercises
Endnotes
Chapter 12: Leading at Work
12.1: An Inclusive Leadership Approach: The Case of Stitch Fix
12.2: Who Is Considered a Leader? Trait Approaches to Leadership
Intelligence
Big Five Personality Traits
Self-Esteem
Integrity
12.3: What Do Leaders Do? Behavioral Approaches to Leadership
Leader Behaviors
Leader Decision Making
Limitations of Behavioral Approaches
12.4: What Is the Role of the Context? Contingency Approaches to Leadership
Fiedler’s Contingency Theory
Situational Leadership
Path-Goal Theory of Leadership
Four Leadership Styles
Vroom and Yetton’s Normative Decision Model
Decision-Making Styles
12.5: What’s New? Contemporary Approaches to Leadership
Transformational Leadership
Leader-Member Exchange (LMX) Theory
Servant Leadership
Authentic Leadership
When Leadership Goes Wrong: Abusive Leadership
Leader Humility
Women and Leadership
12.6: Focus on Leading People, Ethics, Technology, and National Culture
Leadership and Ethics
Leadership and Technology
Leadership Around the Globe
12.7: A Different Approach to Leadership at Apple: The Case of Tim Cook
12.8: Conclusion
12.9: Exercises
Endnotes
Chapter 13: Power, Influence, and Politics at Work
13.1: The Power of Heart: The Case of Southwest Airlines
13.2: The Basics of Power
What Is Power?
Positive and Negative Consequences of Power
Conformity
The Milgram Studies
The Asch Studies
The Relationship Between Dependency and Power
Scarcity
Importance
Substitutability
13.3: The Power to Influence
Bases of Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Information Power
Referent Power
What Is Influence?
Making Logical Arguments
Commonly Used Influence Tactics
Impression Management
Direction of Influence
Upward Influence
Downward Influence
Peer Influence
13.4: Organizational Politics
Organizational Politics
Antecedents of Political Behavior
Individual Antecedents
Organizational Antecedents
13.5: Understanding Social Networks
Social Networks
Conducting SNA
Analyzing Network Ties and Key Network Roles
Analysis: Strong and Weak Ties
Building Your Own Network
13.6: Focus on Power and Politics, Ethics, Technology, and National Culture
Power, Politics, and Ethics
Power, Influence, and Technology
Power Around the Globe
13.7: English Teacher to Billionaire: The Case of Jack Ma
13.8: Conclusion
13.9: Exercises
Endnotes
Chapter 14: Organizational Structure and Change at Work
14.1: Evolving through Acquisition: The Case of Campbell Soup Company
14.2: Understanding Organizational Structure
Building Blocks of Structure
Centralization
Formalization
Hierarchical Levels
Departmentalization
Two Configurations: Mechanistic and Organic Structures
Contemporary Forms of Organizational Structures
Matrix Organizations
Boundaryless Organizations
Learning Organizations
14.3: Understanding Organizational Change
Why Do Organizations Change?
Workforce Demographics
Technology
Globalization
Generational€Events
Market Conditions
Organizational Growth
Poor Performance
Resistance to Change
Why Do People Resist Change?
Disrupted Habits
Personality
Feelings of Uncertainty
Fear of Failure
Personal Impact of Change
Prevalence of Change
Perceived Loss of Power
Is All Resistance Bad?
14.4: Planning and Executing Change Effectively
The Three Stages of Change
Unfreezing Prior to Change
Create a Vision for Change
Communicate a Plan for Change
Develop a Sense of Urgency
Build a Coalition
Provide€Support
Allow Employees to Participate
Executing Change
Continue to Provide Support
Create Small Wins
Eliminate Obstacles
Refreezing
Publicize Success
Build on Prior Change
Reward Change Adoption
Make Change a Part of Organizational Culture
14.5: Focus on Organizational Structure and Change, Ethics, Technology, and National Culture
Organizational Structure, Change, and Ethics
Organizational Structure, Change, and Technology
Organizational Structure and Change Around the Globe
14.6: Changes in Latitudes, Changes in Attitudes: The Case of Kronos
14.7: Conclusion
14.8: Exercises
Endnotes
Chapter 15: Organizational Culture at Work
15.1: Strong Culture Leads to Strong Performance: The Case of Costco
15.2: Understanding Organizational Culture
What Is Organizational Culture?
Why Does Organizational Culture Matter?
Levels of Organizational Culture
15.3: Characteristics of Organizational Culture
Dimensions of Culture
Innovative Cultures
Aggressive Cultures
Outcome-Oriented Cultures
Stable Cultures
People-Oriented Cultures
Team-Oriented Cultures
Detail-Oriented Cultures
Service Culture
Safety Culture
Strength of Culture
Do Organizations Have a Single Culture?
15.4: Creating and Maintaining Organizational Culture
How Are Cultures Created?
Founder Values
Industry Demands
How Are Cultures Maintained?
Attraction-Selection-Attrition (ASA)
New Employee Onboarding
What Can Employees Do During Onboarding?
How Can Organizations Help During Onboarding?
What Can Organizational Insiders Do During Onboarding?
Leadership
Reward Systems
Visible Elements of Organizational Culture
Mission Statement
Rituals
Rules and Policies
Physical Layout
Stories
15.5: Creating Culture Change
How Do Cultures Change?
Creating a Sense of Urgency
Changing Leaders and Other Key Players
Role Modeling
Training
Changing the Reward System
Creating New Symbols and Stories
15.6: Focus on Organizational Culture, Ethics, Technology, and National Culture
Organizational Culture and Ethics
Organizational Culture and Technology
Organizational Culture Around the Globe
15.7: When It Comes to Culture, Strong Signals Matter: The Case of General Motors
15.8: Conclusion
15.9: Exercises
Endnotes
Index

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