Interactive Organizational Behavior Interactive 2nd edition by Christopher Neck, Jeffery Houghton, Emma Murray ISBN 1544364865 9781544364865

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Product details:

ISBN 10: 1544364865
ISBN 13: 9781544364865
Author: Christopher Neck, Jeffery Houghton, Emma Murray

Organizational Behavior: A Skill-Building Approach helps students answer this by providing insight into OB concepts and processes through an interactive skill-building approach. Translating the latest research into practical applications and best practices, authors Christopher P. Neck, Jeffery D. Houghton, and Emma L. Murray unpack how managers can develop their managerial skills to unleash the potential of their employees. The text examines how individual characteristics, group dynamics, and organizational factors affect performance, motivation, and job satisfaction, providing students with a holistic understanding of OB. Packed with critical thinking opportunities, experiential exercises, and self-assessments, the new Second Edition provides students with a fun, hands-on introduction to the fascinating world of OB. 

Interactive Organizational Behavior Interactive 2nd Table of contents:

PART I: INTRODUCTION

1. Chapter 1: Why Organizational Behavior Matters

   • Case Study: Southwest Airlines’ Organizational Culture

   • What Is Organizational Behavior and Why Is It Important?

   • Managing Human Capital: Value, Rareness, Inimitability

   • Behavioral Science Disciplines That Contribute to OB:

     • Psychology, Sociology, Social Psychology, Political Science, Anthropology

   • A Critical-Thinking Approach to OB

   • Research in OB: Open Systems Theory

   • OB Challenges and Opportunities: Globalization, Economic Factors, Workforce Diversity, Customer Service, Innovation, Sustainability

   • Three Levels of Analysis in OB: Individuals, Teams, Organizations

   • Positive OB and High-Involvement Management

   • In Review

   • Key Terms

   • Up for Debate: Hiring Qualified Candidates

   • Exercises:

     • 1.1 Organizational Behavior in an International Firm

     • 1.2 Discussion about Who Can Be CEO

     • 1.3 Your Experience with OB

     • 1.4 Testing a Hypothesis

     • Online Exercise 1.1: Understanding Skills

   • Case Study 1.1: CVS Health

   • Self-Assessment 1.1

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PART II: INDIVIDUAL PROCESSES

2. Chapter 2: Diversity and Individual Differences

   • Case Study: PepsiCo’s Diversity

   • Diversity in OB: Surface-Level and Deep-Level Diversity

   • Diversity of Abilities, Race, Gender, Sexual Orientation

   • Diversity Training and Reducing Bias

   • The Importance of Individual Differences: Nature vs. Nurture

   • Myers-Briggs Type Indicator & The Big Five Model

   • Personality Attributes: Machiavellianism, Self-Monitoring, Proactive Personality, etc.

   • In Review

   • Key Terms

   • Up for Debate: Diverse Business Environments Create Diverse Company Cultures

   • Exercises:

     • 2.1 Personality: Core Self-Evaluations

     • 2.2 Dimensions of Diversity

     • 2.3 My Experience with Individual Differences

     • 2.4 Your Generation

     • 2.5 Nature vs. Nurture

     • Online Exercise 2.1: Understanding the Big Five Model

   • Case Study 2.1: W.L. Gore and Associates

   • Self-Assessment 2.1 & 2.2

3. Chapter 3: Perception and Learning

   • Case Study: Twitter’s Adaptability

   • Perception: Interpreting Our Environment

   • Common Perceptual Distortions and Attribution Errors

   • Learning Processes: Classical Conditioning, Operant Conditioning, Cognitive View

   • In Review

   • Key Terms

   • Up for Debate: Setting High Expectations for New Hires

   • Exercises:

     • 3.1 The Power of Perception

     • 3.2 How Are Stereotypes Formed?

     • 3.3 Using OB to Improve Your Life

     • 3.4 The Maze Rat and Positive Reinforcement and Punishment

     • Online Exercise 3.1: Understanding Perceptions about Workplace Norms

   • Case Study 3.1: Kempinski Hotels

   • Self-Assessment 3.1

4. Chapter 4: Emotions, Attitudes, and Stress

   • Case Study: Kevin Plank, Founder of Under Armour

   • Emotions in Organizational Behavior

   • Emotional Labor, Emotional Intelligence, and Emotional Regulation

   • Attitudes and Behavior: Cognitive Dissonance, Workplace Attitudes

   • Stress in the Workplace: Stressors, Stress-Related Outcomes, Managing Stress

   • In Review

   • Key Terms

   • Up for Debate: Employee Emotional Well-Being

   • Exercises:

     • 4.1 Coping with Stress

     • 4.2 Recognizing Emotions Role-Play

     • 4.3 Mourning at the Deco Chocolate Company

     • Online Exercise 4.1: Understanding Attitudes and Job Satisfaction

   • Case Study 4.1: The Starbucks Experience

   • Self-Assessment 4.1

5. Chapter 5: Motivation: Concepts and Theoretical Perspectives

   • Case Study: AriZona Iced Tea: Organizational Motivation

   • Needs Theories: Maslow, ERG, Herzberg, McClelland

   • Goal-Setting Theory, Equity Theory, Expectancy Theory

   • In Review

   • Key Terms

   • Up for Debate: Raising Incentives to Increase Productivity

   • Exercises:

     • 5.1 Understanding Equity Theory

     • 5.2 Is Money a Motivator?

     • 5.3 Your Motivation for Selecting Your Major

     • Online Exercise 5.1: Which Theory for Your Favorite Characters?

   • Case Study 5.1: The Whole Culture of Whole Foods

   • Self-Assessment 5.1

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PART III: TEAMS AND TEAMWORK

6. Chapter 7: Teams

   • Case Study: The Team at Thomas Jefferson University Hospital Emergency Department

   • Difference Between Teams and Groups

   • How to Build an Effective Team

   • In Review

   • Key Terms

   • Up for Debate: Hiring Teams Instead of Individuals

   • Exercises:

     • 7.1 Practicing 6-3-5 Brainstorming

     • 7.2 A Nominal Brainstorm about the Delphi Technique

     • 7.3 Consulting at Bella Nota

     • Online Exercise 7.1: Virtual Team Project

   • Case Study 7.1: International Game Technology (IGT)

   • Self-Assessment 7.1

7. Chapter 8: Decision Making, Creativity, and Innovation

   • Case Study: Creativity and Innovation at Arizona State University

   • Decision-Making Process: Define Problem, Weigh Criteria, Rate Alternatives

   • Creativity in Individuals, Teams, Organizations

   • In Review

   • Key Terms

   • Up for Debate: Compromising Values for Profit

   • Exercises:

     • 8.1 Practicing Innovation

     • 8.2 Decision-Making Process Role-Play

     • 8.3 Watch Me Get Creative Here

     • Online Exercise 8.1: Programmed and Nonprogrammed Decisions Discussion

   • Case Study 8.1: McDonald’s Decision Making and Innovation

   • Self-Assessment 8.1 & 8.2

8. Chapter 9: Ethics and Social Responsibility in Organizations

   • Case Study: IBM’s Ethical Supply Chains

   • Ethics in Organizations and Ethical Decision-Making

   • In Review

   • Key Terms

   • Up for Debate: Reporting Ethical Violations

   • Exercises:

     • 9.1 Ethical Situations

     • 9.2 Creating a Code of Ethics

     • 9.3 What Is Fair?

     • Online Exercise 9.1: Good and Bad Examples of Social Responsibility

   • Case Study 9.1: Jet Blue’s Ethical Response to a Crisis

   • Self-Assessment 9.1

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PART IV: LEADERSHIP AND INFLUENCE PROCESSES

9. Chapter 12: Leadership Perspectives

   • Case Study: Procter & Gamble’s Leadership Training Program

   • What Is Leadership? Management vs. Leadership

   • Leadership Models: Trait, Behavioral, Contingency, Contemporary

   • In Review

   • Key Terms

   • Up for Debate: Hierarchy of Leadership

   • Exercises:

     • 12.1 Identifying Types of Leadership

     • 12.2 Leadership Jolt

     • 12.3 The Challenge of Leadership

     • Online Exercise 12.1: Assessing Leadership of a CEO

   • Case Study 12.1: Leadership Perspective at Chobani

   • Self-Assessment 12.1

10. Chapter 13: Influence, Power, and Politics

    • Case Study: Managerial Power at NextEra Energy Inc.

    • Power, Influence Tactics, and Organizational Politics

    • In Review

    • Key Terms

    • Up for Debate: Managerial Benefits

    • Exercises:

      • 13.1 Tactics for Influencing Others

      • 13.2 I Have the Power

      • 13.3 Grappling with Organizational Politics

      • Online Exercise 13.1: Understanding the Consequences of Influence Tactics

    • Case Study 13.1: Monsanto Company

    • Self-Assessment 13.1

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PART V: ORGANIZATIONAL CONTEXT

11. Chapter 14: Organizations and Culture

    • Case Study: Recreational Equipment, Inc.’s Organizational Culture

    • In Review

    • Key Terms

    • Up for Debate: The Importance of Organizational Culture

    • Exercises:

      • 14.1 That’s the Way We Do Things Around Here!

      • 14.2 What Are the Artifacts of Your University?

      • 14.3 You Got Lucky

      • Online Exercise 14.1: Examples of Poor Communication

    • Case Study 14.1: Zappos’ Organizational Culture

    • Self-Assessment 14.1

12. Chapter 15: Organizational Change and Structure

    • Case Study: Google’s Organizational Development and Change

    • The Change Process: Lewin’s Model, Kotter’s 8-Step Model

    • Organizational Structure: Specialization, Departmentalization, Centralization

    • In Review

    • Key Terms

    • Up for Debate: Management’s Role in Organizational Change

    • Exercises:

      • 15.1 Overcoming Resistance to Change

      • 15.2 The Structure vs. Strategy Debate

      • 15.3 Road to Change and Development

      • Online Exercise 15.1: Analyzing Organizational Structure

    • Case Study 15.1: Organizational Change and Structure at General Electric (GE)

    • Self-Assessment 15.1

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Glossary

Notes

Name Index

Subject Index

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Tags: Christopher Neck, Jeffery Houghton, Emma Murray, Interactive Organizational, Behavior Interactive