Gespeichert in:
| Titel: | Organizational behavior |
|---|---|
| Von: |
Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University)
|
| Person: |
Robbins, Stephen P.
1943- Verfasser aut Judge, Timothy A. |
| Hauptverfassende: | , |
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow, England ; London ; New York [und 19 weitere]
Pearson
[2019]
|
| Ausgabe: | 18th edition, global edition |
| Notation: | QP 342 QP 340 CW 4500 |
| Schlagwörter: | |
| Medienzugang: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030522167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | 770 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292259239 129225923X |
Internformat
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Datensatz im Suchindex
| DE-BY-OTHR_call_number | F 03/QP 342 R636(18) F 100/QP 342 R636(18) |
|---|---|
| DE-BY-OTHR_katkey | 6049469 |
| DE-BY-OTHR_location | 02 |
| DE-BY-OTHR_media_number | 067004227226 067004227328 |
| DE-BY-UBR_call_number | 71/CW 4500 R636 O6(18) |
| DE-BY-UBR_katkey | 6049469 |
| DE-BY-UBR_location | UB Lesesaal Philosophicum 2: Psychologie |
| DE-BY-UBR_media_number | 069041884265 |
| _version_ | 1835112608147963904 |
| adam_text | Brief Contents
Preface 23
1 Introduction
1 What Is Organizational Behavior? 34
2 The Individual
2 Diversity in Organizations 74
3 Attitudes and Job Satisfaction 106
4 Personality and Values 134
5 Perception and Individual Decision Making 170
6 Emotions and Moods 208
7 Motivation Concepts 246
8 Motivation: From Concepts to Applications 284
3 The Group
9 Foundations of Group Behavior 318
10 Understanding Work Teams 354
11 Power and Politics 386
12 Communication 422
13 Leadership 460
14 Foundations of Organization Structure 502
4 The Organization System
15 Organizational Culture 538
16 Human Resources Policies and Practices 576
17 Organizational Change and Stress Management 618
18 Conflict and Negotiation 664
Appendix Research in Organizational Behavior 701
Comprehensive Cases 708
Glossary 722
Name Index 732
Organization Index 751
Subject Index 754
3
Contents
Preface 23
^
Hf ^»Introduction
Kl
1 What Is Organizational Behavior? 34
The Importance of Interpersonal Skills 37
Management and Organizational Behavior 38
Management Roles 39 • Management Skills 40 • Effective versus Successful
Managerial Activities 40
Complementing Intuition with Systematic Study 43
Big Data 43
Myth or Science? Management by Walking Around Is the Most Effective
Management 44
Disciplines That Contribute to OB 47
Psychology 47 • Social Psychology 48 • Sociology 48 •
Anthropology 48
There Are Few Absolutes in OB 48
Challenges and Opportunities 49
Economic Pressures 50 • Continuing Globalization 50 • Workforce
Demographics 52
Personal Inventory Assessments Multicultural Awareness Scale 52
Workforce Diversity 53 • Customer Service 53 • People Skills 53 •
Networked Organizations 54 • Social Media 54 • Employee Well-Being
at Work 54 • Positive Work Environment 55 • Ethical Behavior 56
An Ethical Choice Vacation: All I Ever Wanted 57
Coming Attractions: Developing an OB Model 58
An Overview 58 • Inputs 58 • Processes 59 • Outcomes 59
Career OBjectlves What do I say about my termination? 61
Employability Skills 64
Employability Skills That Apply across Majors 65
Summary 66
5
6
Contents
Implications for Managers 66
Polnt/Counterpolnt The Battle of the Texts 67
Questions for Review 68
Experiential Exercise I’m a Team Leader; I Don’t Need Any Help 68
Ethical Dilemma There’s a Drone in Your Soup 69
Case Incident 1 Apple Goes Global 69
Case Incident 2 Big Data for Dummies 70
Hl^^jj^The Individual
2 Diversity in Organizations 74
Diversity 77
Demographic Characteristics 77 • Levels of Diversity 78
An Ethical Choice Global Diversity. Affirmative Action 79
Discrimination 79
Stereotype Threat 80
Personal Inventory Assessments Intercuitural Sensitivity Scale 81
Discrimination in the Workplace 81
Biographical Characteristics 82
Ago 82
Myth or Science? Bald Is Better 83
Sex 84 • Race and Ethnicity 85 • Disabilities 86 • Hidden Disabilities
Other Differentiating Characteristics 88
Tenure 88 • Religion 88 • Sexual Orientation and Gender Identity 89
87
Career OBjectives Should I come out at work? 90
Cultural Identity 91
Ability 92
Intellectual Abilities 92 • Physical Abilities 93
Implementing Diversity Management Strategies 94
Attracting, Selecting, Developing, and Retaining Diverse Employees 94 •
Diversity in Groups 95 • Expatriate Adjustment 95 • Effective Diversity
Programs 96
Summary 97
Implications for Managers 97
Point/Counterpoint Affirmative Action Programs Have Outlived Their Usefulness 98
Questions for Review 99
Experiential Exercise Helping Each Other and Finding Out We Aren’t That Different 99
Ethical Dilemma Voiding the “License to Discriminate” 100
Case Incident 1 Can Organizations Train Diversity? 100
Case Incident 2 The Encore Career 101
Contents
7
3 Attitudes andJob Satisfaction 106
Attitudes 109
Attitudes and Behavior 110
Job Attitudes 111
Job Satisfaction and Job Involvement 111
An Ethical Choice Office Talk 112
Organizational Commitment 112 • Perceived Organizational Support 113 •
Employee Engagement 113 • Are These Job Attitudes All That Distinct? 114
Job Satisfaction 115
Measuring lob Satisfaction 115 • How Satisfied Are People in Their
Jobs? 116
What Causes Job Satisfaction? 117
Job Conditions 118 • Personality 118
Personal Inventory Assessments Core Self-Evaluation (CSE) Scale 118
Pay 119 • Corporate Social Responsibility (CSR) 119
Outcomes of Job Satisfaction 120
Job Performance 120 • Organizational Citizenship Behavior (OCB) 120 •
Customer Satisfaction 121 • Life Satisfaction 121
Career OBjectives How can I make my job better? 122
The Impact of Job Dissatisfaction 122
Counterproductive Work Behavior (CWB) 123
Myth or Science? Happy Workers Means Happy Profits 125
Managers Often “Don’t Get It” 125
Summary 126
Implications for Managers 126
Point/Counterpoint Employer-Employee Loyalty Is an Outdated Concept 127
Questions for Review 128
Experiential Exercise Job Attitudes Situational Interview 128
Ethical Dilemma Tell-AII Websites 129
Case Incident 1 On-Boarding ... or On-Leaving? 129
Case Incident 2 Job Crafting 130
4 Personality and Values 134
Personality 137
What Is Personality? 137
Career OBjectives How do I ace the personality test? 138
Personal Inventory Assessments Core Five Personality Dimensions 139
Personality Frameworks 139
The Myers-Briggs Type Indicator 140 • The Big Five Personality
Model 140 • The Dark Triad 144
8
Contents
Other Personality Attributes Relevant to OB 146
Core Self-Evaluations (CSEs) 146 • Self-Monitoring 147
Myth or Science? We Can Accurately Judge Individuals’ Personalities
a Few Seconds after Meeting Them 148
Proactive Personality 148
Personality, Job Search, and Unemployment 149
Personality and Situations 150
Situation Strength Theory 150 • Trait Activation Theory 151
Values 152
The Importance and Organization of Values 153 • Terminal versus
Instrumental Values 153 • Generational Values 153
An Ethical Choice Do You Have a Cheating Personality? 154
Linking an Individual’s Personality and Values to the Workplace 155
Person-Job Fit 155 • Person-Organization Fit 156 • Other Dimensions
of Fit 156
Cultural Values 157
Hofstede’s Framework 157 • The GLOBE Framework 158 • Comparison of
Hofstede’s Framework and the GLOBE Framework 159
Summary 159
Implications for Managers 159
Point/Counterpoint Millennials Are More Narcissistic Than Their Parents 160
Questions for Review 161
Experiential Exercise Your Best Self 161
Ethical Dilemma Personal Values and Ethics in the Workplace 162
Case Incident 1 On the Costs of Being Nice 163
Case Incident 2 The Clash of the Traits 164
5
What Is Perception? 173
Factors That Influence Perception 173
Person Perception: Making Judgments About Others 175
Attribution Theory 175
Career OBjectlves So what if I’m a few minutes late to work? 177
Common Shortcuts in Judging Others 178 • Specific Applications
of Shortcuts in Organizations 179
Myth or Science? All Stereotypes Are Negative 180
The Link Between Perception and Individual Decision Making 181
Decision Making in Organizations 181
The Rational Model, Bounded Rationality, and Intuition 181 • Common
Biases and Errors in Decision Making 183
Influences on Decision Making: Individual Différences and Organizational
Constraints 187
Individual Differences 187 • Organizational Constraints 189
Perception and Individual Decision Making 170
Contents
9
What About Ethics in Decision Making? 190
Three Ethical Decision Criteria 190 • Lying 192
An Ethical Choice Choosing to Lie 193
Creativity, Creative Decision Making, and Innovation in Organizations 193
Creative Behavior 194 • Causes of Creative Behavior 195
Personal Inventory Assessments Creativity Scale 196
Creative Outcomes (Innovation) 197
S9# Summary 198
Implications for Managers 198
Point/Counterpoint implicit Assessment 199
Questions for Review 200
Experiential Exercise Mafia 200
Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics 201
Case Incident 1 Warning: Collaboration Overload 202
Case Incident 2 How Do Employees Justify Cyberloafing? 202
6 Emotions and Moods 208
What Are Emotions and Moods? 211
The Basic Emotions 212
Myth or Science? Smile, and the Work World Smiles with You 212
Moral Emotions 213 • The Basic Moods: Positive and Negative
Affect 213 • Experiencing Moods and Emotions 214 • The Function
of Emotions 216
Sources of Emotions and Moods 217
Personality 217 • Time of Day 217 • Day of the Week 219 • Weather 219
Stress 219 • Social Activities 219 • Sleep 221 • Exercise 221 • Age 221 •
Sex 221
Emotional Labor 222
Affective Events Theory 224
Emotional Intelligence 225
An Ethical Choice Should Managers Use Emotional Intelligence (El) Tests? 226
Personal Inventory Assessments Emotional Intelligence Assessment 227
Emotion Regulation 227
Emotion Regulation Influences and Outcomes 227 • Emotion Regulation
Techniques 228 • Ethics of Emotion Regulation 229
OB Applications of Emotions and Moods 230
The Selection Process 230 • Decision Making 230 • Creativity 231 •
Motivation 231 • Leadership 231 • Negotiation 232 • Customer
Service 232 • Work-Life Satisfaction 232
Career OBjectives How do 1 turn down the volume on my screaming boss? 233
Deviant Workplace Behaviors 233 • Safety and Injury at Work 234
10
Contents
Summary 234
Implications for Managers 234
Point/Counterpoint Sometimes Yelling Is for Everyone’s Good 235
Questions for Review 236
Experiential Exercise Mindfulness at Work 236
Ethical Dilemma Data Mining Emotions 237
Case Incident 1 Hiring an Emotionally Intelligent Employee 238
Case Incident 2 When the Going Gets Boring 239
7
Motivation Concepts 246
Motivation Defined 249
Early Theories of Motivation 250
Hierarchy of Needs Theory 250 • Two-Factor Theory 251 • McClelland’s
Theory of Needs 252
Career OBjectives Why won’t he take my advice? 254
Contemporary Theories of Motivation 255
Self-Determination Theory 255
Myth or Science? Helping Others and Being a Good Citizen Is Good for
Your Career 256
Goal-Setting Theory 256
Other Contemporary Theories of Motivation 260
Self-Efficacy Theory 260 • Reinforcement Theory 262
An Ethical Choice Motivated by Big Brother 263
Expectancy Theory 264
Personal Inventory Assessments Work Motivation Indicator 266
Equity Theory/Organizational Justice 266
Distributive Justice 267 • Procedural Justice 268 • Interactional
Justice 269 • Justice Outcomes 270 • Promotingjustice 271 • Culture
and Justice 271
Job Engagement 272
Integrating Contemporary Theories of Motivation 272
Summary 274
Implications for Managers 274
Point/Counterpoint Goals Get You to Where You Want to Be 275
Questions for Review 276
Experiential Exercise Organizational Justice Task 276
Ethical Dilemma Follies of Reward 277
Case Incident 1 Who Needs the Gig Economy? 277
Case Incident 2 Laziness Is Contagious 278
Contents
11
Motivation: From Concepts to Applications 284
Motivating by Job Design: The Job Characteristics Model 287
The Job Characteristics Model 287
Job Redesign 289
Job Rotation and Job Enrichment 289
Myth or Science? Money Can’t Buy Happiness 290
Relational Job Design 291
Personal Inventory Assessments Diagnosing Poor Performance and Enhancing
Motivation 292
Alternative Work Arrangements 292
Flextime 293 • Job Sharing 295 • Telecommuting 295
Career OBjectives How can I get flextime? 296
Employee Involvement 298
Examples of Employee Involvement Programs 298
Using Rewards to Motivate Employees 299
What to Pay: Establishing a Pay Structure 300 • How to Pay: Rewarding
Individual Employees through Variable-Pay Programs 301
An Ethical Choice Workers’ Cooperatives 305
Using Benefits to Motivate Employees 306
Flexible Benefits: Developing a Benefits Package 306
Using Intrinsic Rewards to Motivate Employees 307
Employee Recognition Programs 307
Summary 309
Implications for Managers 309
Point/Counterpoint Gainsharing: Fair Shares? 310
Questions for Review 311
Experiential Exercise Developing a Motivation Plan for Your Museum
Security Guards 311
Ethical Dilemma You Want Me to Do What? 312
Case Incident 1 We Talk, But They Don’t Listen 312
Case Incident 2 Will More Money Fill the Gap? 313
9
Foundations of Group Behavior 318
Defining and Classifying Groups 320
Social Identity 321 • Ingroups and Outgroups 322 • Social Identity
Threat 323
Stages of Group Development 323
12
Contents
Group Property 1: Roles 324
Role Perception 325 • Role Expectations 325 • Role Conflict 326 • Role
Play and Assimilation 326
Myth or Science? Gossip and Exclusion Are Toxic for Groups 327
Group Property 2: Norms 328
Norms and Emotions 328 • Norms and Conformity 328 • Norms and
Behavior 329
An Ethical Choice Using Peer Pressure as an Influence Tactic 330
Positive Norms and Group Outcomes 331 • Negative Norms and Group
Outcomes 332 • Norms and Culture 333
Group Property 3: Status, and Group Property 4: Size and Dynamics 333
Group Property 3: Status 333 • Group Property 4: Size and Dynamics 335
Group Property 5: Cohesiveness, and Group Property 6: Diversity 337
Group Property 5: Cohesiveness 337 • Group Property 6: Diversity 338
9)010; Personal Inventory Assessments Communicating Supportively 338
Group Decision Making 339
Groups versus the Individual 339 • Groupthink and Groupshift 340
Career OBjectives Can I fudge the numbers and not take the blame? 341
Group Decision-Making Techniques 342
Summary 344
Implications for Managers 344
Point/Counterpoint Diverse Work Groups Are Smarter and More Innovative 345
Questions for Review 346
Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? 346
Ethical Dilemma It’s Obvious, They’re Chinese 348
Case Incident 1 You Are All Fired, but You Are Hired! 348
Case Incident 2 Intragroup Trust and Survival 349
1.0 Understanding Work Teams 354
Why Have Teams Become So Popular? 357
Differences Between Groups and Teams 357
Types of Teams 359
Problem-Solving Teams 359 • Self-Managed Work Teams 359 • Cross-
Functional Teams 360 • Virtual Teams 360 • Multiteam Systems 361
An Ethical Choice The Size of Your Meeting’s Carbon Footprint 362
Creating Effective Teams 363
Team Context: What Factors Determine Whether Teams Are
Successful? 364 • Team Composition 365
Myth or Science? Team Members Who Are “Hot” Should Make the Play 366
Career OBjectives Is it wrong that I’d rather have guys on my team? 369
Team Processes 370
Contents
13
Personal Inventory Assessments Team Development Behaviors 374
Turning Individuals into Team Players 374
Selecting: Hiring Team Players 374 • Training: Creating Team
Players 375 • Rewarding: Providing Incentives to Be a Good Team Player 375
Beware! Teams Aren’t Always the Answer 376
Summary 376
Implications for Managers 377
Point/Counterpoint To Get the Most Out of Teams, Empower Them 378
Questions for Review 379
Experiential Exercise How to Resolve Social Loafing in Your Team? 379
Ethical Dilemma When Your Cycling Skills Matter! 380
Case Incident 1 Trusting Someone You Can’t See 380
Case Incident 2 Smart Teams and Dumb Teams 381
11 Power and Politics 386
Power and Leadership 389
Bases of Power 390
Formal Power 390 • Personal Power 391 • Which Bases of Power Are Most
Effective? 392
Dependence: The Key to Power 392
The General Dependence Postulate 392 • What Creates Dependence? 392 •
Social Network Analysis: A Tool for Assessing Resources 393
Power Tactics 395
Using Power Tactics 395 • Cultural Preferences for Power Tactics 396 •
Applying Power Tactics 396
How Power Affects People 397
Power Variables 398 • Sexual Harassment: Unequal Power in the
Workplace 398
Politics: Power in Action 400
Definition of Organizational Politics 400 • The Reality of Politics 400
The Causes and Consequences of Political Behavior 402
Factors Contributing to Political Behavior 402
Career OBjectives Should I become political? 404
Myth or Science? Powerful Leaders Keep Their (Fr)Enemies Close 405
How Do People Respond to Organizational Politics? 406 • Impression
Management 408
An Ethical Choice How Much Should You Manage Interviewer
Impressions? 410
The Ethics of Behaving Politically 411
OlOjO Personal Inventory Assessments Gaining Power and Influence 411
Mapping Your Political Career 412
Summary 413
14
Contents
Implications for Managers 413
Point/Counterpoint Everyone Wants Power 414
Questions for Review 415
Experiential Exercise The Dark Side of Power 415
Ethical Dilemma Sexual Harassment and Office Romances 416
Case Incident 1 Should Women Have More Power? 416
Case Incident 2 Where Flattery Will Get You 417
Communication 422
Functions of Communication 425
Direction of Communication 426
Downward Communication 427 • Upward Communication 427 • Lateral
Communication 428 • Formal Small-Group Networks 428 • The
Grapevine 429
Modes of Communication 430
Oral Communication 430
Career OBjectives Isn’t this disability too much to accommodate? 433
Written Communication 434
Myth or Science? Today, Writing Skills Are More Important Than Speaking
Skills 437
Personal Inventory Assessments Communication Styles 439
Choice of Communication 439
Channel Richness 439 • Choosing Communication Methods 440 •
Information Security 442
An Ethical Choice Using Employees in Organizational Social Media Strategy 443
Persuasive Communication 443
Automatic and Controlled Processing 444
Barriers to Effective Communication 445
Filtering 445 • Selective Perception 445 • Information Overload 446 •
Emotions 446 • Language 446 • Silence 447 • Communication
Apprehension 447 • Lying 448
Cultural Factors 448
Cultural Barriers 448 • Cultural Context 449 • A Cultural Guide 450
Summary 451
Implications for Managers 451
Point/Counterpoint We Should Use Employees’ Social Media Presence 452
Questions for Review 453
Experiential Exercise Choosing the Right Modes of Communication 453
Ethical Dilemma BYOD 454
Case Incident 1 Do Men and Women Speak the Same Language? 455
Case Incident 2 An Underwater Meeting 456
Contents
15
1.3 Leadership 460
Trait Theories 463
Behavioral Theories 464
Career OBjectives How can I get my boss to be a better leader? 465
Summary of Trait Theories and Behavioral Theories 466
Contingency Theories 466
The Fiedler Model 466 • Situational Leadership Theory 468 • Path-Goal
Theory 468 • Leader-Participation Model 468
Contemporary Theories of Leadership 469
Leader-Member Exchange (LMX) Theory 469 • Charismatic
Leadership 471 • Transactional and Transformational Leadership 474
Myth or Science? Top Leaders Feel the Most Stress 476
Personal Inventory Assessments Ethical Leadership Assessment 478
Responsible Leadership 478
Authentic Leadership 479 • Ethical Leadership 479
An Ethical Choice Holding Leaders Ethically Accountable 481
Abusive Supervision 481 • Servant Leadership 482
Positive Leadership 483
Trust 483 • Mentoring 485
Challenges to Our Understanding of Leadership 486
Leadership as an Attribution 487 • Substitutes for and Neutralizers of
Leadership 487 • Selecting Leaders 488 • Training Leaders 489
Summary 490
Implications for Managers 490
Point/Counterpoint CEOs Start Early 491
Questions for Review 492
Experiential Exercise What’s in a Leader? 492
Ethical Dilemma Innocent, but What about Trust? 493
Case Incident 1 Sharing Is Performing 494
Case Incident 2 Leadership by Algorithm 494
14 Foundations of Organization Structure 502
What Is Organizational Structure? 505
Work Specialization 505 • Departmentalization 507 • Chain of
Command 508 • Span of Control 509 • Centralization and
Decentralization 510 • Formalization 510 • Boundary Spanning 511
Common Organizational Frameworks and Structures 512
The Simple Structure 513 • The Bureaucracy 513 • The Matrix
Structure 515
Alternate Design Options 516
16
Contents
The Virtual Structure 516 • The Team Structure 517
Career OBjectives What structure should I choose? 518
An Ethical Choice Flexible Structures, Deskless Workplaces 519
The Circular Structure 519
mm
Personal Inventory Assessments Organizational Structure Assessment 520
The Leaner Organization: Downsizing 520
Why Do Structures Differ? 522
Organizational Strategies 522 • Organization Size 524 • Technology 524
Environment 524 • Institutions 525
Organizational Designs and Employee Behavior 526
Myth or Science? Employees Can Work Just as Well from Home 526
Summary 528
Implications for Managers 528
Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance
Productivity 529
Questions for Review 530
Experiential Exercise The Sandwich Shop 530
Ethical Dilemma Postmillennium Tensions in the Flexible Organization 531
Case Incident 1 Kuuki: Reading the Atmosphere 532
Case Incident 2 Turbulence on United Airlines 532
Organization System V
; ,
:
■ Vi ■.%», •/,- * *■ t ■
■.ÏM t ft-
Organizational Culture 538
What Is Organizational Culture? 541
A Definition of Organizational Culture 541 • Culture Is a Descriptive
Term 542 • Do Organizations Have Uniform Cultures? 543
Myth or Science? An Organization s Culture Is Forever 543
Strong versus Weak Cultures 544
What Do Cultures Do? 544
The Functions of Culture 544 • Culture Creates Climate 545 • The Ethical
Dimension of Culture 546 • Culture and Sustainability 547 • Culture and
Innovation 548 • Culture as an Asset 549 • Culture as a Liability 550
Creating and Sustaining Culture 551
How a Culture Begins 552 • Keeping a Culture Alive 552 • Summary: How
Organizational Cultures Form 555
How Employees Learn Culture 556
Stories 556 • Rituals 556 • Symbols 557
An Ethical Choice A Culture of Compassion 558
Contents
17
Language 558
Influencing an Organizational Culture 559
Developing an Ethical Culture 559 • Developing a Positive Culture 559 •
A Spiritual Culture 561
Career OBjectives How do I learn to lead? 563
The Global Context 564
Summary 565
Implications for Managers 566
Personal Inventory Assessments Comfort with Change Scale 566
Point/Counterpoint Organizational Culture Can Be “Measured” 567
Questions for Review 568
Experiential Exercise Creating a Green Culture 568
Ethical Dilemma Culture of Deceit 569
Case Incident 1 Culture of Fear 570
Case Incident 2 Active Cultures 570
Human Resources Policies and Practices 576
Recruitment Practices 579
Selection Practices 579
How the Selection Process Works 579 • Initial Selection 580
Substantive and Contingent Selection 582
Written Tests 583 • Performance-Simulation Tests 584 • Interviews 585 •
Contingent Selection Tests 587
Training and Development Programs 587
Types of Training 587 • Training Methods 590 • Evaluating
Effectiveness 591
Performance Evaluation 591
What Is Performance? 591 • Purposes of Performance Evaluation 592 •
What Do We Evaluate? 592 • Who Should Do the Evaluating? 593 •
Methods of Performance Evaluation 594 • Improving Performance
Evaluations 595 • Providing Performance Feedback 597
Career OBjectives How do I fire someone? 598
International Variations in Performance Appraisal 599
The Leadership Role of Human Resources (HR) 599
Communicating HR Practices 600 • Designing and Administering Benefits
Programs 601 • Drafting and Enforcing Employment Policies 601
An Ethical Choice HIV/AIDS and the Multinational Organization 602
Managing Work-Life Conflicts 603
Myth or Science? The 24-Hour Workplace Is Harmful 603
Mediations, Terminations, and Layoffs 604
Summary 606
Implications for Managers 606
18
Contents
Personal Inventory Assessments Positive Practices Survey 607
Point/Counterpoint Employers Should Check Applicants’ Criminal
Backgrounds 608
Questions for Review 609
Experiential Exercise Responding to Employees’ Requests of Flexibility 609
Ethical Dilemma Should I Pay the Staff More and Reduce Company’s Profit? 610
Case Incident 1 Getting a Foot in the Door? 611
Case Incident 2 Indentured Doctors 611
Organizational Change and Stress Management 6i8
Change 621
Forces for Change 621 • Planned Change 622
Resistance to Change 623
Overcoming Resistance to Change 625 • The Politics of Change 627
Approaches to Managing Organizational Change 627
Lewin’s Three-Step Model of the Change Process 627 • Rotter’s Eight-Step
Plan 628 • Action Research 629 • Organizational Development 629
Creating a Culture for Change 632
Managing Paradox 633 • Stimulating a Culture of Innovation 633 •
Creating a Learning Organization 635 • Organizational Change
and Stress 636
Stress at Work 637
What Is Stress? 637 • Potential Sources of Stress at Work 640
Career OBjectives How can I bring my team’s overall stress level down? 641
Individual Differences 642 • Cultural Differences 643
Consequences of Stress at Work 644
Myth or Science? When You’re Working Hard, Sleep Is Optional 645
Managing Stress 646
Individual Approaches 647 • Organizational Approaches 647
An Ethical Choice Manager and Employee Stress during Organizational
Change 648
Summary 650
Implications for Managers 651
Personal Inventory Assessments Tolerance of Ambiguity Scale 651
Point/Counterpoint Companies Should Encourage Stress Reduction 652
Questions for Review 653
Experiential Exercise Making Employees Less Resistant to Change 653
Ethical Dilemma The Fear of Redundancy and Ceasing Operations 654
Case Incident 1 Sprucing Up Walmart 655
Case Incident 2 Sweat the Stress 656
Contents
19
Conflict and Negotiation 664
A Definition of Conflict 667
Types of Conflict 667 • Loci of Conflict 669
The Conflict Process 671
Stage I: Potential Opposition or Incompatibility 671 • Stage II: Cognition and
Personalization 672 • Stage III: Intentions 673 • Stage IV: Behavior 673 •
Stage V: Outcomes 675
Personal Inventory Assessments Strategies for Handling Conflict 677
Negotiation 678
Bargaining Strategies 678
Myth or Science? Teams Negotiate Better Than Individuals in Collectivistic
Cultures 681
The Negotiation Process 682
Individual Differences in Negotiation Effectiveness 683
Career OBjectives How can I get a better job? 685
An Ethical Choice Using Empathy to Negotiate More Ethically 686
Negotiating in a Social Context 689
Reputation 689 • Relationships 690 • Third-Party Negotiations 690
Summary 691
Implications for Managers 691
Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad
for Workers 692
Questions for Review 693
Experiential Exercise A Negotiation Role Play 693
Ethical Dilemma The Case of the Overly Assertive Employee 694
Case Incident 1 Disorderly Conduct 695
Case Incident 2 Rubber Rooms and Collective Bargaining 695
Appendix Research in Organizational Behavior 701
Comprehensive Cases 708
Glossary 722
Name Index 732
Organization Index 751
Subject Index 754
|
| any_adam_object | 1 |
| author | Robbins, Stephen P. 1943- Judge, Timothy A. |
| author_GND | (DE-588)124203973 (DE-588)143142909 |
| author_facet | Robbins, Stephen P. 1943- Judge, Timothy A. |
| author_role | aut aut |
| author_sort | Robbins, Stephen P. 1943- |
| author_variant | s p r sp spr t a j ta taj |
| building | Verbundindex |
| bvnumber | BV045132190 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7 |
| callnumber-search | HD58.7 |
| callnumber-sort | HD 258.7 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 342 QP 340 CW 4500 |
| ctrlnum | (OCoLC)1055912987 (DE-599)BVBBV045132190 |
| dewey-full | 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| edition | 18th edition, global edition |
| format | Book |
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| genre_facet | Lehrbuch |
| id | DE-604.BV045132190 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T18:18:55Z |
| institution | BVB |
| isbn | 9781292259239 129225923X |
| language | English |
| lccn | 017043368 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-030522167 |
| oclc_num | 1055912987 |
| open_access_boolean | |
| owner | DE-1102 DE-355 DE-BY-UBR DE-473 DE-BY-UBG DE-706 DE-898 DE-BY-UBR DE-1050 DE-573 DE-2070s DE-19 DE-BY-UBM DE-92 DE-188 DE-M347 |
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| physical | 770 Seiten Illustrationen, Diagramme |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Pearson |
| record_format | marc |
| spellingShingle | Robbins, Stephen P. 1943- Judge, Timothy A. Organizational behavior Organizational behavior Organisation (DE-588)4043774-7 gnd Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd |
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| title | Organizational behavior |
| title_auth | Organizational behavior |
| title_exact_search | Organizational behavior |
| title_full | Organizational behavior Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University) |
| title_fullStr | Organizational behavior Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University) |
| title_full_unstemmed | Organizational behavior Stephen P. Robbins (San Diego State University), Timothy A. Judge (The Ohio State University) |
| title_short | Organizational behavior |
| title_sort | organizational behavior |
| topic | Organizational behavior Organisation (DE-588)4043774-7 gnd Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organizational behavior Organisation Führung Organisationspsychologie Organisationsverhalten Organisationssoziologie Unternehmen Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030522167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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Inhaltsverzeichnis
UB Lesesaal Philosophicum 2: Psychologie
Signatur notieren und vor Ort nutzen oder für zwei Wochen ausleihen| Signatur: | 71 CW 4500 R636 O6(18) |
|---|---|
| Exemplar 1 | entleihbar Vorhanden |
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