2013, English, Book, Illustrated edition: Organizational behavior / Steven L. McShane, Mary Ann Von Glinow. McShane, Steven Lattimore.

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Organizational behavior / Steven L. McShane, Mary Ann Von Glinow
 
Bookmark: http://trove.nla.gov.au/version/180490068
Edition
  • 6th ed.
Physical Description
  • xxi, 603 p. : ill. (chiefly col.), map ; 29 cm.
Published
  • New York : McGraw-Hill Irwin, ©2013.
Language
  • English

Edition details

Title
  • Organizational behavior /​ Steven L. McShane, Mary Ann Von Glinow.
Also Titled
  • Organizational behavior : emerging knowledge, global reality
Author
  • McShane, Steven Lattimore.
Other Authors
  • Von Glinow, Mary Ann Young, 1949-
Edition
  • 6th ed.
Published
  • New York : McGraw-Hill Irwin, ©2013.
Physical Description
  • xxi, 603 p. : ill. (chiefly col.), map ; 29 cm.
Subjects
Contents
  • Machine generated contents note: pt. 1 Introduction
  • ch. 1 Introduction to the Field of Organizational Behavior
  • Welcome to the Field of Organizational Behavior!
  • The Field of Organizational Behavior
  • Historical Foundations of Organizational Behavior
  • Why Study Organizational Behavior?
  • Perspectives of Organizational Effectiveness
  • Open Systems Perspective
  • Organizational Learning Perspective
  • Connections 1.1 Duha Group's Learning Organization Strategies
  • High-Performance Work Practices (HPWP) Perspective
  • Stakeholder Perspective
  • Connecting the Dots: Organizational Effectiveness and Organizational Behavior
  • Contemporary Challenges for Organizations
  • Globalization
  • Increasing Workforce Diversity
  • Emerging Employment Relationships
  • Anchors of Organizational Behavior Knowledge
  • The Systematic Research Anchor
  • Debating Point: Is There Enough Evidence to Support Evidence-Based Management?
  • The Multidisciplinary Anchor
  • Contents note continued: The Contingency Anchor
  • The Multiple Levels of Analysis Anchor
  • The Journey Begins
  • Chapter Summary
  • Key Terms
  • Critical Thinking Questions
  • Case Study 1.1 Hospitals Are Driving Toward a Leaner Organization
  • Case Study 1.2 Pixar Magic
  • Web Exercise 1.3 Diagnosing Organizational Stakeholders
  • Self-Assessment 1.4 It All Makes Sense?
  • pt. 2 Individual Behavior and Processes
  • ch. 2 Individual Behavior, Personality, and Values
  • MARS Model of Individual Behavior and Performance
  • Employee Motivation
  • Ability
  • Role Perceptions
  • Situational Factors
  • Types of Individual Behavior
  • Task Performance
  • Organizational Citizenship
  • Counterproductive Work Behaviors
  • Joining and Staying with the Organization
  • Maintaining Work Attendance
  • Personality in Organizations
  • Personality Determinants: Nature versus Nurture
  • Five-Factor Model of Personality
  • Jungian Personality Theory and the Myers-Briggs Type Indicator
  • Contents note continued: Personality Testing in Organizations
  • Debating Point: Should Companies Use Personality Tests to Select Job Applicants?
  • Values in the Workplace
  • Types of Values
  • Values and Individual Behavior
  • Value Congruence
  • Ethical Values and Behavior
  • Three Ethical Principles
  • Moral Intensity, Ethical Sensitivity, and Situational Influences
  • Supporting Ethical Behavior
  • Values Across Cultures
  • Individualism and Collectivism
  • Connections 2.1 Infosys Bridges the Cross-Cultural Divide
  • Power Distance
  • Uncertainty Avoidance
  • Achievement-Nurturing Orientation
  • Caveats About Cross-Cultural Knowledge
  • Cultural Diversity Within the United States
  • Case Study 2.1 SK Telecom Goes Egalitarian
  • Case Study 2.2 Pushing Papers Can Be Fun
  • Class Exercise 2.3 Test Your Knowledge of Personality
  • Team Exercise 2.4 Comparing Cultural Values
  • Contents note continued: Team Exercise 2.5 Ethics Dilemma Vignettes
  • Self-Assessment 2.6 Are You Introverted or Extroverted?
  • ch. 3 Perceiving Ourselves and Others in Organizations
  • Self-Concept: How We Perceive Ourselves
  • Self-Concept Complexity, Consistency, and Clarity
  • Self-Enhancement
  • Self-Verification
  • Self-Evaluation
  • The Social Self
  • Self-Concept and Organizational Behavior
  • Perceiving the World Around Us
  • Perceptual Organization and Interpretation
  • Specific Perceptual Processes and Problems
  • Stereotyping in Organizations
  • Attribution Theory
  • Self-Fulfilling Prophecy
  • Other Perceptual Effects
  • Improving Perceptions
  • Awareness of Perceptual Biases
  • Improving Self-Awareness
  • Debating Point: Do We Need Diversity Training Programs?
  • Meaningful Interaction
  • Connections 3.1 CEOs Gain Meaningful Interaction by Working on the Front Line
  • Global Mindset: Developing Perceptions Across Borders
  • Developing a Global Mindset
  • Contents note continued: Chapter Summary
  • Case Study 3.1 Hy Dairies, Ltd.
  • Case Study 3.2 From Lippert-Johanson Incorporated to Fenway Waste Management
  • Team Exercise 3.3 Who Am I?
  • Web Exercise 3.4 Diversity &​ Stereotyping on Display in Corporate Websites
  • Team Exercise 3.5 Do You Have a Global Mindset?
  • Self-Assessment 3.6 How Much Does Work Define Your Self-Concept
  • ch. 4 Workplace Emotions, Attitudes, and Stress
  • Emotions in the Workplace
  • Types of Emotions
  • Emotions, Attitudes, and Behavior
  • Debating Point: Is Having Fun at Work Really a Good Idea?
  • Managing Emotions at Work
  • Emotional Intelligence
  • Assessing and Developing Emotional Intelligence at Work
  • Job Satisfaction
  • Job Satisfaction and Work Behavior
  • Connections 4.1 Happy Employees, Happy Customers
  • Job Satisfaction and Business Ethics
  • Organizational Commitment
  • Consequences of Affective and Continuance Commitment
  • Contents note continued: Building Organizational Commitment
  • Work-Related Stress and Its Management
  • General Adaptation Syndrome
  • Consequences of Distress
  • Stressors: The Causes of Stress
  • Individual Differences in Stress
  • Managing Work-Related Stress
  • Case Study 4.1 Rough Seas on the Link650
  • Case Study 4.2 Riding the Emotional Roller Coaster
  • Class Exercise 4.3 Strengths-Based Coaching
  • Class Exercise 4.4 Ranking Jobs on Their Emotional Labor
  • Self-Assessment 4.5 Are You in Touch with Your Emotions?
  • ch. 5 Foundations of Employee Motivation
  • Employee Engagement
  • Employee Drives and Needs
  • Individual Differences in Needs
  • Maslow's Needs Hierarchy Theory
  • Learned Needs Theory
  • Four-Drive Theory
  • Expectancy Theory of Motivation
  • Expectancy Theory in Practice
  • Organizational Behavior Modification and Social Cognitive Theory
  • Organizational Behavior Modification
  • Contents note continued: Social Cognitive Theory
  • Goal Setting and Feedback
  • Balanced Scorecard
  • Characteristics of Effective Feedback
  • Sources of Feedback
  • Evaluating Goal Setting and Feedback
  • Organizational Justice
  • Debating Point: Does Equity Motivate More than Equality?
  • Equity Theory
  • Procedural Justice
  • Case Study 5.1 Predicting Harry's Work Effort
  • Case Study 5.2 Cincinnati Super Subs
  • Class Exercise 5.3 Needs Priority Exercise
  • Class Exercise 5.4 The Learning Exercise
  • Class Exercise 5.5 Bonus Decision Exercise
  • Self-Assessment 5.6 Need-Strength Questionnaire
  • ch. 6 Applied Performance Practices
  • The Meaning of Money in the Workplace
  • Financial Reward Practices
  • Membership and Seniority-Based Rewards
  • Job Status-Based Rewards
  • Competency-Based Rewards
  • Performance-Based Rewards
  • Improving Reward Effectiveness
  • Contents note continued: Debating Point: Is It Time to Ditch the Performance Review?
  • Connections 6.1 When Rewards Go Wrong
  • Job Design Practices
  • Job Design and Work Efficiency
  • Job Design and Work Motivation
  • Connections 6.2 Customer Talks Raise Task Significance and Identity
  • Job Design Practices That Motivate
  • Empowerment Practices
  • Supporting Empowerment
  • Self-Leadership Practices
  • Self-Leadership Strategies
  • Effectiveness of Self-Leadership
  • Self-Leadership Contingencies
  • Case Study 6.1 Yakkatech, Inc.
  • Team Exercise 6.2 Is Student Work Enriched?
  • Self-Assessment 6.3 What Is Your Attitude toward Money?
  • ch. 7 Decision Making and Creativity
  • Rational Choice Paradigm of Decision Making
  • Rational Choice Decision-Making Process
  • Problems with the Rational Choice Paradigm
  • Identifying Problems and Opportunities
  • Problems with Problem Identification
  • Contents note continued: Connections 7.1 Famous Missed Opportunities
  • Identifying Problems and Opportunities More Effectively
  • Searching for, Evaluating, and Choosing Alternatives
  • Problems with Goals
  • Problems with Information Processing
  • Problems with Maximization
  • Evaluating Opportunities
  • Emotions and Making Choices
  • Intuition and Making Choices
  • Making Choices More Effectively
  • Implementing Decisions
  • Evaluating Decision Outcomes
  • Escalation of Commitment
  • Evaluating Decision Outcomes More Effectively
  • Creativity
  • The Creative Process
  • Characteristics of Creative People
  • Organizational Conditions Supporting Creativity
  • Activities That Encourage Creativity
  • Employee Involvement in Decision Making
  • Debating Point: Should Organizations Practice Democracy?
  • Connections 7.2 A Refinery Built on Involvement
  • Benefits of Employee Involvement
  • Contingencies of Employee Involvement
  • Contents note continued: Critical Thinking Questions
  • Case Study 7.1 Employee Involvement Cases
  • Case Study 7.2 Going for WOW at Nottingham-Spirk
  • Team Exercise 7.3 Where in the World Are We?
  • Class Exercise 7.4 The Hopping Orange
  • Class Exercise 7.5 Creativity Brainbusters
  • Self-Assessment 7.6 Measuring Your Creative Personality
  • pt. 3 Team Processes
  • ch. 8 Team Dynamics
  • Teams and Informal Groups
  • Informal Groups
  • Advantages and Disadvantages of Teams
  • The Challenges of Teams
  • A Model of Team Effectiveness
  • Organizational and Team Environment
  • Team Design Elements
  • Task Characteristics
  • Team Size
  • Team Composition
  • Team Processes
  • Team Development
  • Team Norms
  • Team Cohesion
  • Team Trust
  • Self-Directed Teams
  • Success Factors for Self-Directed Teams
  • Virtual Teams
  • Debating Point: Are Virtual Teams More Trouble Than They're Worth?
  • Success Factors for Virtual Teams
  • Team Decision Making
  • Contents note continued: Constraints on Team Decision Making
  • Team Structures to Improve Decision Making
  • Case Study 8.1 The Outstanding Faculty Award
  • Case Study 8.2 Philanthropic Team Building
  • Team Exercise 8.3 Team Tower Power
  • Team Exercise 8.4 Human Checkers
  • Team Exercise 8.5 Mist Ridge
  • Self-Assessment 8.6 What Team Roles Do You Prefer?
  • ch. 9 Communicating in Teams and Organizations
  • The Importance of Communication
  • A Model of Communication
  • Influences on Effective Encoding and Decoding
  • Communication Channels
  • Internet-Based Communication
  • Problems with E-Mail
  • Workplace Communication Through Social Media
  • Connections 9.1 Good-Bye E-Mail, Hello Social Media
  • Nonverbal Communication
  • Choosing the Best Communication Channel
  • Social Acceptance
  • Media Richness
  • Communication Channels and Persuasion
  • Communication Barriers (Noise)
  • Information Overload
  • Contents note continued: Cross-Cultural and Gender Communication
  • Nonverbal Differences Across Cultures
  • Gender Differences in Communication
  • Improving Interpersonal Communication
  • Getting Your Message Across
  • Active Listening
  • Improving Communication Throughout the Hierarchy
  • Workspace Design
  • Internet-Based Organizational Communication
  • Direct Communication with Top Management
  • Communicating Through the Grapevine
  • Grapevine Characteristics
  • Debating Point: Should Management Use the Grapevine to Communicate to Employees?
  • Grapevine Benefits and Limitations
  • Case Study 9.1 Communicating One Metlife
  • Case Study 9.2 Communicating with the Millennials
  • Team Exercise 9.3 Analyzing Blogs and Tweets
  • Team Exercise 9.4 Active Listening Exercise
  • Team Exercise 9.5 Cross-Cultural Communication Game
  • Self-Assessment 9.6 Are You an Active Listener?
  • Contents note continued: ch. 10 Power and Influence in the Workplace
  • The Meaning of Power
  • Sources of Power in Organizations
  • Legitimate Power
  • Reward Power
  • Coercive Power
  • Expert Power
  • Referent Power
  • Contingencies of Power
  • Substitutability
  • Centrality
  • Visibility
  • Debating Point: How Much Power Do CEOs Really Possess?
  • Discretion
  • The Power of Social Networks
  • Social Capital and Sources of Power
  • Connections 10.1 Powered by the Social Network
  • Gaining Power from Social Networks
  • Consequences of Power
  • Influencing Others
  • Types of Influence Tactics
  • Consequences and Contingencies of Influence Tactics
  • Influence and Organizational Politics
  • Conditions Supporting Organizational Politics
  • Case Study 10.1 Resonus Corporation
  • Case Study 10.2 Nab's Rogue Trader
  • Team Exercise 10.3 Impression Management In Employment Interviews
  • Contents note continued: Team Exercise 10.4 Deciphering the Network
  • Self-Assessment 10.5 How Do You Influence Coworkers and Other Peers?
  • ch. 11 Conflict and Negotiation in the Workplace
  • The Meaning and Consequences of Conflict
  • Is Conflict Good or Bad?
  • The Emerging View: Constructive and Relationship Conflict
  • Connections 11.1 Constructive Confrontation Inside Intel
  • Conflict Process Model
  • Structural Sources of Conflict in Organizations
  • Incompatible Goals
  • Differentiation
  • Interdependence
  • Scarce Resources
  • Ambiguous Rules
  • Communication Problems
  • Interpersonal Conflict Handling Styles
  • Choosing the Best Conflict Handling Style
  • Cultural and Gender Differences in Conflict Handling Styles
  • Structural Approaches to Conflict Management
  • Emphasizing Superordinate Goals
  • Reducing Differentiation
  • Improving Communication and Mutual Understanding
  • Reducing Interdependence
  • Increasing Resources
  • Clarifying Rules and Procedures
  • Contents note continued: Third-Party Conflict Resolution
  • Choosing the Best Third-Party Intervention Strategy
  • Resolving Conflict through Negotiation
  • Bargaining Zone Model of Negotiations
  • Strategies for Claiming Value
  • Strategies for Creating Value
  • Debating Point: Is Creating Value Really Such a Good Negotiation Strategy?
  • Situational Influences on Negotiations
  • Case Study 11.1 A Mir Kiss?
  • Case Study 11.2 Car Wars at Wolfsburg
  • Class Exercise 11.3 The Contingencies of Conflict Handling
  • Team Exercise 11.4 Ugli Orange Role Play
  • Self-Assessment 11.5 What Is Your Preferred Conflict Handling Style?
  • ch. 12 Leadership in Organizational Settings
  • What Is Leadership?
  • Shared Leadership
  • Competency Perspective of Leadership
  • Authentic Leadership
  • Debating Point: Should Leaders Really Be Authentic All of the Time?
  • Competency Perspective Limitations and Practical Implications
  • Contents note continued: Behavioral Perspective of Leadership
  • Choosing Task- versus People-Oriented Leadership
  • Servant Leadership
  • Contingency Perspective of Leadership
  • Path-Goal Theory of Leadership
  • Connections 12.1 Leading with a Steel Fist in a Velvet Glove
  • Other Contingency Theories
  • Leadership Substitutes
  • Transformational Perspective of Leadership
  • Transformational versus Transactional Leadership
  • Transformational versus Charismatic Leadership
  • Elements of Transformational Leadership
  • Evaluating the Transformational Leadership Perspective
  • Implicit Leadership Perspective
  • Prototypes of Effective Leaders
  • The Romance of Leadership
  • Cross-Cultural and Gender Issues in Leadership
  • Gender and Leadership
  • Case Study 12.1 Profitel Inc.
  • Case Study 12.2 A Window on Life
  • Team Exercise 12.3 Leadership Diagnostic Analysis
  • Contents note continued: Self-Assessment 12.4 Do Leaders Make a Difference?
  • pt. 4 Organizational Processes
  • ch. 13 Designing Organizational Structures
  • Division of Labor and Coordination
  • Division of Labor
  • Coordinating Work Activities
  • Elements of Organizational Structure
  • Span of Control
  • Debating Point: Should Organizations Cut Back Middle Management?
  • Centralization and Decentralization
  • Formalization
  • Mechanistic versus Organic Structures
  • Connections 13.1 Growing an Organic TAXI
  • Forms of Departmentalization
  • Simple Structure
  • Functional Structure
  • Divisional Structure
  • Team-Based Structure
  • Matrix Structure
  • Connections 13.2 Losing Data in the Matrix
  • Network Structure
  • Contingencies of Organizational Design
  • External Environment
  • Organizational Size
  • Technology
  • Organizational Strategy
  • Case Study 13.1 Nokia's Evolving Organizational Structure
  • Contents note continued: Case Study 13.2 Finding a Home for Digital in the Creative Enterprise
  • Team Exercise 13.3 The Club Ed Exercise
  • Self-Assessment 13.4 What Organizational Structure Do You Prefer?
  • ch. 14 Organizational Culture
  • Elements of Organizational Culture
  • Content of Organizational Culture
  • Connections 14.1 BP's Espoused vs. Enacted Values
  • Organizational Subcultures
  • Deciphering Organizational Culture Through Artifacts
  • Organizational Stories and Legends
  • Rituals and Ceremonies
  • Organizational Language
  • Physical Structures and Symbols
  • Is Organizational Culture Important?
  • Contingencies of Organizational Culture and Effectiveness
  • Debating Point: Is Corporate Culture an Overused Phrase?
  • Organizational Culture and Business Ethics
  • Merging Organizational Cultures
  • Bicultural Audit
  • Strategies for Merging Different Organizational Cultures
  • Changing and Strengthening Organizational Culture
  • Actions of Founders and Leaders
  • Contents note continued: Aligning Artifacts
  • Introducing Culturally Consistent Rewards
  • Attracting, Selecting, and Socializing Employees
  • Organizational Socialization
  • Organizational Socialization as a Learning and Adjustment Process
  • Organizational Socialization and Psychological Contracts
  • Stages of Organizational Socialization
  • Improving the Socialization Process
  • Case Study 14.1 Hillton's Transformation
  • Case Study 14.2 Separating the Steam from the Haze
  • Team Exercise 14.3 Organizational Culture Metaphors
  • Class Exercise 14.4 Diagnosing Corporate Culture Proclamations
  • Self-Assessment 14.5 Which Corporate Culture Do You Prefer?
  • ch. 15 Organizational Change
  • Lewin's Force Field Analysis Model
  • Understanding Resistance to Change
  • Employee Resistance as a Resource for Change
  • Connections 15.1 Not Hoppy About Change
  • Why Employees Resist Change
  • Contents note continued: Unfreezing, Changing, and Refreezing
  • Creating an Urgency for Change
  • Reducing the Restraining Forces
  • Refreezing the Desired Conditions
  • Leadership, Coalitions, and Pilot Projects
  • Transformational Leadership and Change
  • Coalitions, Social Networks, and Change
  • Pilot Projects and Diffusion of Change
  • Four Approaches to Organizational Change
  • Action Research Approach
  • Debating Point: What's the Best Speed for Organizational Change?
  • Appreciative Inquiry Approach
  • Large Group Intervention Approach
  • Parallel Learning Structure Approach
  • Cross-Cultural and Ethical Issues in Organizational Change
  • Organizational Behavior: The Journey Continues
  • Case Study 15.1 TransAct Insurance Corporation
  • Team Exercise 15.2 Strategic Change Incidents
  • Self-Assessment 15.3 Are You Tolerant of Change?
  • Additional Cases
  • Case 1 Arctic Mining Consultants
  • Contents note continued: Case 2 Bridging the Two Worlds
  • -The Organizational Dilemma
  • Case 3 Chengdu Bus Group
  • Case 4 Fran Hayden Joins Dairy Engineering
  • Case 5 Going to the X-Stream
  • Case 6 Keeping Suzanne Chalmers
  • Case 7 The Regency Grand Hotel
  • Case 8 The Shipping Industry Accounting Team
  • Case 9 Simmons Laboratories
  • Case 10 Tamarack Industries
  • Case 11 Treetop Forest Products
  • Case 12 Vetements Ltee.
Notes
  • Includes index.
  • Includes bibliographical references (p. 495-556) and indexes.
Language
  • English
ISBN
  • 0078112648 (alk. paper)
  • 9780078112645 (alk. paper)
Dewey Number
  • 658
Standard Number
  • (YBP)100585824
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