Test Bank for Organizational Behavior Managing People and Organizations 12th Edition by Ricky Griffin, Jean Phillips, Stanley Gully ISBN 130550139X 978-1305501393
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ISBN 10: 130550139X
ISBN 13: 978-1305501393
Author: Ricky Griffin, Jean Phillips, Stanley Gully
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
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
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 Organizatons
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
Cultures of Conflict
Cultures of Inclusion
Effects of Technology and Innovation on Culture
Using Intranets to Build and Maintain 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
Organization Development Defined
System-Wide Organization Development
Task and Technological Change
Group and Individual Change
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
Group Exercise
Video Exercise
Video Case. Now What?
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Tags: Ricky Griffin, Jean Phillips, Stanley Gully, Organizational Behavior, Managing People