Managing behavior in organizations

Preface	p. xiii
Part I Introduction	p. 1
Chapter 1 The Field of Organizational Behavior	p. 2
The Field of Organizational Behavior: What's It All About?	p. 4
OB Is Responsive to Socioeconomic Conditions	p. 10
Historical Overview of the Field of OB	p. 20
What Lies Ahead in This Book?	p. 26
Chapter 2 Organizational Justice, Ethics, and Corporate Social Responsibility	p. 31
Organizational Justice: Fairness Matters	p. 33
Ethical Behavior in Organizations: What is It and Why Does It Matter?	p. 40
Why Do Some People Behave Unethically, at Least Sometimes?	p. 45
Ethics in the International Arena	p. 50
Beyond Ethics: Corporate Social Responsibility	p. 54
Part II Individual Behavior	p. 65
Chapter 3 Individual Processes: Personality, Social Perception, and Learning	p. 66
Personality: What Makes Us Each Unique	p. 68
Social Perception and Attribution: Understanding and Judging Others	p. 75
The Biased Nature of Social Perception	p. 79
Learning: Adapting to the World of Work	p. 84
Applications of Learning in Organizations	p. 87
Chapter 4 Coping with Organizational Life: Emotions and Stress	p. 99
Understanding Emotions and Mood	p. 101
The Role of Emotions and Mood in Organizations	p. 105
Managing Emotions in Organizations	p. 109
Stress: Its Basic Nature	p. 112
Major Causes of Stress in the Workplace	p. 118
Adverse Effects of Organizational Stress	p. 122
Reducing Stress: What Can Be Done?	p. 124
Chapter 5 Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment	p. 137
Attitudes: What Are They?	p. 139
Prejudice and Discrimination: Negative Attitudes and Behavior Toward Others	p. 141
Strategies for Reducing Workplace Prejudice: Managing a Diverse Workforce	p. 145
Job Satisfaction: Its Nature and Major Theories	p. 150
Job Dissatisfaction: Consequences and Ways to Reduce Them	p. 153
Organizational Commitment: Attitudes Toward Companies	p. 159
Chapter 6 Motivating People to Work	p. 170
What Is Motivation?	p. 172
Motivating by Enhancing Fit With an Organization	p. 175
Motivating by Setting Goals	p. 177
Motivation to Achieve Equity	p. 181
Expectancy Theory: Believing You Can Get What You Want	p. 185
Part III Group Behavior	p. 201
Chapter 7 Interpersonal Behavior in the Workplace: Conflict, Cooperation, Trust, and Deviance	p. 202
Psychological Contracts: Our Expectations of Others	p. 205
Trust in Working Relationships	p. 207
Organizational Citizenship Behavior: Prosocial Behavior That Goes Beyond Formal Job Requirements	p. 211
Cooperation: Providing Mutual Assistance	p. 215
Conflict: The Inevitable Result of Incompatible Interests	p. 218
Deviant Organizational Behavior	p. 224
Chapter 8 Organizational Communication	p. 236
Communication: Its Basic Nature	p. 238
Formal Communication in Organizations	p. 241
Informal Communication: Beyond the Organization Chart	p. 245
Communicating with and without Words: Verbal and Nonverbal Communication	p. 247
Improving Your Communication Skills	p. 252
Communication in Today's Global Economy	p. 257
Chapter 9 Group Processes and Work Teams	p. 268
Groups at Work: Their Basic Nature	p. 270
The Basic Building Blocks of Group Dynamics	p. 272
Individual Performance in Groups	p. 276
Teams: Empowered Work Groups	p. 280
Chapter 10 Decisions Making by Individuals and Groups	p. 297
A General, Analytical Model of Decision Making	p. 299
The Broad Spectrum of Organizational Decisions	p. 301
Factors Influencing Individual Decisions in Organizations	p. 304
How Are Individual Decisions Made?	p. 309
The Imperfect Nature of Individual Decisions	p. 312
Group Decisions: Do Too Many Cooks Spoil the Broth?	p. 319
Techniques for Improving the Effectiveness of Decisions	p. 323
Chapter 11 The Quest for Leadership	p. 333
The Nature of Leadership	p. 335
The Trait Approach to Leadership: Having the Right Stuff	p. 338
Leadership Behavior: What Do Leaders Do?	p. 341
Leaders and Followers	p. 346
Contingency Theories of Leader Effectiveness	p. 351
Leadership Development: Bringing Out the Leader Within You	p. 354
Part IV Organizational Processes	p. 365
Chapter 12 Organizational Culture, Creativity, and Innovation	p. 366
Organizational Culture: Its Basic Nature	p. 368
Creating, Transmitting, and Changing Organizational Culture	p. 375
Creativity in Individuals and Work Teams	p. 382
Promoting Creativity in Organizations	p. 385
The Process of Innovation	p. 388
Chapter 13 Designing Effective Organizations	p. 400
Organizational Structure: The Basic Dimensions of Organizations	p. 402
Departmentalization: Ways of Structuring Organizations	p. 409
Organizational Design: Coordinating the Structural Elements of Organizations	p. 415
Interorganizational Designs: Joining Multiple Organizations	p. 425
Chapter 14 Managing Organizational Change: Strategic Planning and Organizational Development	p. 435
The Prevalence of Change in Organizations	p. 437
The Nature of the Change Process	p. 439
Strategic Planning: Deliberate Change	p. 444
Resistance to Change: Maintaining the Status Quo	p. 450
Organizational Development Interventions: Implementing Planned Change	p. 455
Three Critical Questions About Organizational Development	p. 461
Company Index	p. 469
Name Index	p. 471
Subject Index	p. 473

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