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Instruction Manual for Organizational Behavior Managing People and Organizations 12th Edition by Ricky Griffin ISBN 130550139X 9781305501393

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ISBN 10: 130550139X
ISBN 13: 9781305501393
Author: Ricky Griffin

Prepare to Think and Act like a manager with the powerful insights, solid concepts, and reader-friendly approach in ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS, 12th Edition. This text equips you with the skills and practical understanding to meet modern management challenges. You will delve into the fundamentals of employee behavior in today’s organizations as the book balances classic management ideas with thorough coverage of the most recent organizational behavior developments and contemporary trends. Memorable examples from organizations and managers you will instantly recognize are woven throughout the book and work with new cases and boxed features that focus on pressing issues and reinforce the book’s practical perspective. You’ll also learn more about your strengths and areas where you need development though an array of self-assessment activities.

Organizational Behavior Managing People and Organizations 12th Table of contents:

Part 1. Introduction to Organizational Behavior

Chapter 1: An Overview of Organizational Behavior

  • What is Organizational Behavior?
  • The Meaning of Organizational Behavior
  • How Organizational Behavior Impacts Personal Success
  • How Organizational Behavior Impacts Organizational Success
  • The Managerial Context of Organizational Behavior
    • Basic Management Functions and Organizational Behavior
    • Critical Management Skills and Organizational Behavior
  • Organizational Behavior and Human Resource Management
  • The Strategic Context of Organizational Behavior
    • Sources of Competitive Advantage
    • Types of Business Strategies
    • Connecting Business Strategy to Organizational Behavior
  • Contextual Perspectives on Organizational Behavior
    • Where Does Organizational Behavior Come From?
    • Organizations as Open Systems
    • Situational Perspectives on Organizational Behavior
    • Interactionalism: People and Situations
  • Managing for Effectiveness
    • Enhancing Individual and Team Performance Behaviors
    • Enhancing Employee Commitment and Engagement
    • Promoting Organizational Citizenship Behaviors
    • Minimizing Dysfunctional Behaviors
    • Driving Strategic Execution
  • How Do We Know What We Know?
  • The Framework of the Book
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 2: The Changing Environment of Organizations

  • Diversity and Business
    • Types of Diversity and Barriers to Inclusion
    • Types of Diversity
    • Trends in Diversity
    • Generational Differences
    • Diversity Issues for Managers
  • Globalization and Business
    • Trends in Globalization
    • Cultural Competence
    • Cross-Cultural Differences and Similarities
    • Global Perspective
  • Technology and Business
    • Manufacturing and Service Technologies
    • Technology and Competition
    • Information Technology
  • Ethics and Corporate Governance
    • Framing Ethical Issues
    • Ethical Issues in Corporate Governance
    • Ethical Issues and Information Technology
    • Social Responsibility
  • New Employment Relationships
    • The Management of Knowledge Workers
    • Outsourcing and Offshoring
    • Temp and Contingency Workers
    • Tiered Workforce
    • The Changing Nature of Psychological Contracts
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Part 2. Individual Behaviors and Processes in Organizations

Chapter 3: Individual Characteristics

  • People in Organizations
  • Individual Differences
  • The Concept of Fit
  • Realistic Job Previews
  • Personality and Individual Behavior
    • The “Big Five” Framework
    • The Myers-Briggs Framework
    • Other Important Personality Traits
    • Locus of Control
    • Self-Efficacy
    • Self-Esteem
    • Authoritarianism
    • Machiavellianism
    • Tolerance for Risk and Ambiguity
    • Type A and B Traits
    • The Bullying Personality
  • Role of the Situation
  • Intelligence
    • General Mental Ability
    • Multiple Intelligences
    • Emotional Intelligence
  • Learning Styles
    • Sensory Modalities
    • Learning Style Inventory
    • Learning Style Orientations
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 4: Individual Values, Perceptions, and Reactions

  • Attitudes in Organizations
    • How Attitudes Are Formed
    • Cognitive Dissonance
    • Attitude Change
    • Key Work-Related Attitudes
  • Values and Emotions in Organizations
    • Types of Values
    • Conflicts among Values
    • How Values Differ Around the World
    • The Role of Emotions in Behavior
    • Affect and Mood
  • Perception in Organizations
    • Basic Perceptual Processes
    • Errors in Perception
    • Perception and Attribution
    • Perception and Fairness, Justice, and Trust
  • Stress in Organizations
    • The Nature of Stress
    • Common Causes of Stress
    • Consequences of Stress
    • Managing and Controlling Stress
    • Work-Life Balance
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 5: Motivating Behavior

  • The Nature of Motivation
  • The Importance of Motivation
  • The Motivational Framework
  • Early Perspectives on Motivation
  • Individual Differences and Motivation
  • Need-Based Perspectives on Motivation
    • The Hierarchy of Needs
    • The ERG Theory
    • The Two-Factor Theory
    • The Acquired Needs Framework
  • Process-Based Perspectives on Motivation
    • The Equity Theory of Motivation
    • The Expectancy Theory of Motivation
  • Learning-Based Perspectives on Motivation
    • How Learning Occurs
    • Reinforcement Theory and Learning
    • Social Learning
    • Behavior Modification
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 6: Motivating Behavior with Work and Rewards

  • Job Design in Organizations
    • Job Specialization
    • Basic Alternatives to Job Specialization
    • The Job Characteristics Theory
    • Employee Participation and Involvement
    • Areas of Employee Participation
    • Approaches to Participation and Empowerment
    • Flexible Work Arrangements
    • Variable Work Schedules
    • Extended Work Schedules
    • Flexible Work Schedules
    • Alternative Workplaces
  • Goal Setting and Motivation
    • Goal-Setting Theory
    • Broader Perspectives on Goal Setting
    • Goal Setting Challenges
  • Performance Management
    • Purposes of Performance Measurement
    • Elements of Performance Management
    • The Balanced Scorecard Approach to Performance Management
  • Individual Rewards in Organizations
    • Roles, Purposes, and Meanings of Rewards
    • Types of Rewards
    • Related Issues in Rewarding Performance
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Part 3. Social and Group Processes in Organizations

Chapter 7: Groups and Teams

  • Types of Groups and Teams
    • Workgroups
    • Teams
    • Informal Groups
  • Group Performance Factors
    • Group Composition
    • Group Size
    • Group Norms
    • Group Cohesiveness
    • Informal Leadership
  • Creating New Groups and Teams
    • Stages of Group and Team Development
    • Understanding Team Performance Factors
    • The Implementation Process
  • Managing Teams
    • Understanding Benefits and Costs of Teams
    • Promoting Effective Performance
    • Teamwork Competencies
    • Emerging Team Opportunities and Challenges
    • Virtual Teams
    • Diversity and Multicultural Teams
  • Summary and Application
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 8: Decision Making and Problem Solving

  • The Nature of Decision Making
    • Types of Decisions
    • Decision-Making Conditions
  • The Rational Approach to Decision Making
    • Steps in Rational Decision Making
    • Evidence-Based Decision Making
  • The Behavioral Approach to Decision Making
    • The Administrative Model
    • Other Behavioral Forces in Decision Making
  • An Integrated Approach to Decision Making
  • Group Decision Making in Organizations
    • Group Polarization
    • Groupthink
    • Participation
  • Group Problem Solving
  • Creativity, Problem Solving, and Decision Making
    • The Creative Individual
    • The Creative Process
    • Enhancing Creativity in Organizations
  • Summary and Applications
  • Discussion Questions
  • Understand Yourself Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 9: Communication

  • The Communication Process
  • Nonverbal Communication
  • One-Way and Two-Way Communication
  • Task Interdependence
  • Barriers to Effective Communication
  • Communication Skills
    • Listening Skills
    • Writing Skills
    • Presentation Skills
    • Meeting Skills
  • Communication Media
    • The Internet
    • Collaboration Software
    • Intranets
    • Oral Communication
    • Media Richness
  • Organizational Communication
    • Downward Communication
    • Upward Communication
    • Horizontal Communication
    • Diagonal Communication
    • Formal and Informal Communication
    • Social Networking
  • Summary and Application
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 10: Managing Conflict and Negotiating

  • The Nature of Conflict
    • Common Causes of Conflict
    • Conflict Escalation
    • De-Escalating Conflict
    • Role of Emotion in Conflict
  • Interpersonal Conflict Management Strategies
    • The Conflict Process
    • Conflict Management Skills
    • Creating Constructive Conflict
  • The Negotiation Process
    • Negotiating Skills
    • Cultural Issues in Negotiations
  • Alternative Dispute Resolution
  • Summary and Application
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Part 4. Leadership and Influence Processes in Organizations

Chapter 11: Traditional Leadership Approaches

  • The Nature of Leadership
    • The Meaning of Leadership
    • Leadership versus Management
  • Early Approaches to Leadership
    • Trait Approaches to Leadership
    • Behavioral Approaches to Leadership
    • The Emergence of Situational Leadership Models
    • The Lpc Theory of Leadership
    • Task versus Relationship Motivation
    • Situational Favorableness
    • Evaluation and Implications
  • The Path-Goal Theory of Leadership
    • Basic Premises
    • Evaluation and Implications
  • Vroom’s Decision Tree Approach to Leadership
    • Basic Premises
    • Evaluation and Implications
  • Summary and Applications
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 12: Contemporary Views of Leadership in Organizations

  • Contemporary Situational Theories
    • The Leader-Member Exchange Model
    • The Hersey and Blanchard Model
    • Refinements and Revisions of Other Theories
  • Leadership Through The Eyes of Followers
    • Transformational Leadership
    • Charismatic Leadership
    • Attribution and Leadership
  • Alternatives to Leadership
    • Leadership Substitutes
    • Leadership Neutralizers
  • The Changing Nature of Leadership
    • Leaders as Coaches
    • Gender and Leadership
    • Cross-Cultural Leadership
    • International Leadership and Project GLOBE
    • Emerging Issues in Leadership
    • Strategic Leadership
    • Ethical Leadership
    • Virtual Leadership
  • Summary and Applications
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 13: Power, Influence, and Politics

  • Power in Organizations
    • Position Power
    • Personal Power
    • Using Power
    • Acquiring and Using Power
    • Empowerment
  • How Subunits Obtain Power
  • Influence in Organizations
    • Influence Tactics
    • Role of National Culture in Influence Effectiveness
    • Persuasion Skills
    • Upward Influence
  • Organizational Politics
    • Causes of Political Behavior
    • Managing Organizational Politics
    • Impression Management
  • Summary and Application
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Part 5. Organizational Processes and Characteristics

Chapter 14: Organizational Structure and Design

  • Organizational Structure
    • Characteristics of Organizational Structure
    • Mechanistic and Organic Structures
  • Determinants of Organizational Structure
    • Business Strategy
    • External Environment
    • Organizational Talent
    • Organizational Size
    • Behavioral Expectations
    • Production Technology
  • Organizational Change
    • Types of Organizational Structures
    • Functional Structure
    • Divisional Structure
    • Matrix Structure
    • Team-Based Structure
    • Lattice Structure
    • Network Organization
  • Contemporary Issues in Organizational Structure
    • Virtual Organizations
    • Integrating Employees
    • Communities of Practice
    • Effects of Restructuring on Performance
  • Summary and Application
  • Discussion Questions
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 15: Organizational Culture

  • The Meaning and Determinants of Organizational Culture
    • Does Culture Matter?
  • How Leaders Create and Maintain Culture
    • Cultures of Conflict and Cultures of Inclusion
  • Effects of Technology and Innovation on Culture
  • Building and Maintaining Culture with Remote Employees
  • Innovation and Culture
  • Managing Organization Culture
    • Taking Advantage of the Existing Culture
    • Teaching the Organization Culture: Socialization
    • Changing the Organization Culture
  • Summary and Application
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

Chapter 16: Organization Change and Change Management

  • Forces for Change
    • People
    • Technology
    • Information Processing and Communication
    • Competition
  • Processes for Planned Organization Change
    • Lewin’s Process Model
    • The Continuous Change Process Model
    • Organization Development
  • Resistance to Change
    • Organizational Sources of Resistance
    • Individual Sources of Resistance
  • Managing Successful Organization Change and Development
    • Consider Global Issues
    • Take a Holistic View
    • Start Small
    • Secure Top Management Support
    • Encourage Participation
    • Foster Open Communication
    • Reward Contributors
  • Organizational Learning
  • Summary and Application
  • Discussion Questions
  • Develop Your Skills Exercise
  • Group Exercise
  • Video Exercise
  • Video Case: Now What?

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Ricky Griffin,Organizational Behavior,Managing People