Organizational Behavior, Global Edition

Höfundar: Stephen P. Robbins; Timothy A. Judge (Útgáfa: 20)
Organizational Behavior, Global Edition

Kaup valmöguleikar

For undergraduate and graduate courses in organizational behavior. The world’s most successful text on organizational behavior Organizational Behavior has played a key role in shaping modern conversations around the key constructs of work culture: leadership, collaboration, communication and adaptation. Joining state-of-the-art theory and research, authors Stephen Robbins and Timothy Judge provide actionable practices that students can apply to both the world of work and their own work experiences.

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Útgefandi
Pearson International Content
ISBN
9780135895191
Print ISBN
9780135895061
Format
ePub
Útgáfa
20
Höfundar
Stephen P. Robbins; Timothy A. Judge
Tungumál
English
Útgefið
2026-09-08
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Cover
  • Copyright Page and Preface
  • Section 1: Title Page
  • Section 2: Copyright
  • Section 3: About the Authors
  • Section 4: Preface
  • Section 5: Acknowledgments
  • 1: What Is Organizational Behavior?
  • Introduction: What Is Organizational Behavior?
  • 1.1: Management and Organizational Behavior
  • 1.2: Complementing Intuition With Systematic Study
  • 1.3: Disciplines That Contribute to OB
  • 1.4: There Are Few Absolutes in OB
  • 1.5: Challenges and Opportunities
  • 1.6: Developing an OB Model and Coming Attractions
  • 1.7: Employability Skills
  • Summary: What Is Organizational Behavior?
  • 2: Diversity and Inclusion in Organizations
  • Introduction: Diversity and Inclusion in Organizations
  • 2.1: Understanding Diversity
  • 2.2: Prejudice and Discrimination in Organizations
  • 2.3: Theoretical Perspectives on Prejudice, Discrimination, and Diversity
  • 2.4: Diversity Dynamics
  • 2.5: Cross-Cultural Organizational Behavior (OB)
  • 2.6: Implementing Diversity Management
  • Summary: Diversity and Inclusion in Organizations
  • 3: Job Attitudes
  • Introduction: Job Attitudes
  • 3.1: Attitudes
  • 3.2: Attitudes and Behavior
  • 3.3: Job Attitudes
  • 3.4: Job Satisfaction
  • 3.5: What Causes Job Satisfaction?
  • 3.6: Outcomes of Job Satisfaction
  • 3.7: The Impact of Job Dissatisfaction
  • Summary: Job Attitudes
  • 4: Emotions and Moods
  • Introduction: Emotions and Moods
  • 4.1: What Are Emotions and Moods?
  • 4.2: Sources of Emotions and Moods
  • 4.3: Emotional Labor
  • 4.4: Emotional Intelligence
  • 4.5: Emotion Regulation
  • 4.6: OB Applications of Emotions and Moods
  • Summary: Emotions and Moods
  • 5: Personality and Individual Differences
  • Introduction: Personality and Individual Differences
  • 5.1: Linking Individuals to the Workplace
  • 5.2: Personality
  • 5.3: Personality Frameworks
  • 5.4: Other Personality Attributes Relevant to OB
  • 5.5: Personality and Situations
  • 5.6: Ability
  • 5.7: Values
  • Summary: Personality and Individual Differences
  • 6: Perception and Individual Decision Making
  • Introduction: Perception and Individual Decision Making
  • 6.1: Factors That Influence Perception
  • 6.2: Person Perception: Making Judgments About Others
  • 6.3: The Link Between Perception and Individual Decision Making
  • 6.4: Decision Making in Organizations
  • 6.5: Influences on Decision Making: Individual Differences and Organizational Constraints
  • 6.6: Ethics in Decision Making
  • 6.7: Creativity, Creative Decision Making, and Innovation in Organizations
  • Summary: Perception and Individual Decision Making
  • 7: Motivation Concepts
  • Introduction: Motivation Concepts
  • 7.1: Motivation Defined
  • 7.2: Classic Theories of Motivation
  • 7.3: Contemporary Theories of Motivation: Content-Based
  • 7.4: Contemporary Theories of Motivation: Context-Based
  • 7.5: Contemporary Theories of Motivation: Process-Based
  • 7.6: Organizational Justice
  • 7.7: Integrating Contemporary Theories of Motivation
  • Summary: Motivation Concepts
  • 8: Motivation: From Concepts to Applications
  • Introduction: Motivation: From Concepts to Applications
  • 8.1: Motivating by Job Design: The Job Characteristics Model (JCM)
  • 8.2: Job Redesign
  • 8.3: Flexible Work Arrangements
  • 8.4: Using Extrinsic Rewards to Motivate Employees
  • 8.5: Using Benefits to Motivate Employees
  • 8.6: Using Intrinsic Rewards to Motivate Employees
  • Summary: Motivation: From Concepts to Applications
  • 9: Foundations of Group Behavior
  • Introduction: Foundations of Group Behavior
  • 9.1: Defining and Classifying Groups
  • 9.2: Stages of Group Development
  • 9.3: Group Property 1: Roles
  • 9.4: Group Property 2: Norms
  • 9.5: Group Property 3: Status
  • 9.6: Group Property 4: Size and Dynamics
  • 9.7: Group Property 5: Cohesion
  • 9.8: Group Decision Making
  • Summary: Foundations of Group Behavior
  • 10: Understanding Work Teams
  • Introduction: Understanding Work Teams
  • 10.1: Differences Between Groups and Teams
  • 10.2: Types of Teams
  • 10.3: Creating Effective Teams
  • 10.4: Turning Groups of Employees into Teams
  • 10.5: Beware! Teams Aren’t Always the Answer
  • Summary: Understanding Work Teams
  • 11: Communication
  • Introduction: Communication
  • 11.1: Interpersonal Communication
  • 11.2: Choosing Communication Methods
  • 11.3: Advancements in Virtual Communication
  • 11.4: Smartphones, Social Media, and Cybersecurity
  • 11.5: Cross-Cultural Communication
  • Summary: Communication
  • 12: Leadership
  • Introduction: Leadership
  • 12.1: Trait Theories
  • 12.2: Behavioral Theories
  • 12.3: Contingency Theories
  • 12.4: Dynamic Leadership: A Within-Person Perspective
  • 12.5: Positive Leadership Styles and Relationships
  • 12.6: The Ethical (and Unethical) Aspects of Leadership
  • 12.7: Leadership and Trust
  • 12.8: Opportunities in Organizational Leadership
  • Summary: Leadership
  • 13: Power and Politics
  • Introduction: Power and Politics
  • 13.1: Power and Leadership
  • 13.2: Bases of Power
  • 13.3: Dependence: The Key to Power
  • 13.4: Influence Tactics
  • 13.5: How Power Affects People
  • 13.6: Politics: Power in Action
  • 13.7: The Causes and Consequences of Political Behavior
  • Summary: Power and Politics
  • 14: Conflict and Negotiation
  • Introduction: Conflict and Negotiation
  • 14.1: What Is Conflict?
  • 14.2: The Conflict Process
  • 14.3: Negotiation
  • 14.4: The Negotiation Process
  • 14.5: Individual Differences in Negotiation Effectiveness
  • 14.6: Negotiating in a Social Context
  • 14.7: Third Parties in Negotiations
  • Summary: Conflict and Negotiation
  • 15: Foundations of Organization Structure
  • Introduction: Foundations of Organization Structure
  • 15.1: What Is Organizational Structure?
  • 15.2: Common Organizational Frameworks and Structures
  • 15.3: Newer Trends in Organizational Design
  • 15.4: The Leaner Organization: Downsizing
  • 15.5: Why Do Structures Differ?
  • 15.6: Organizational Designs and Employee Behavior
  • Summary: Foundations of Organization Structure
  • 16: Organizational Culture and Change
  • Introduction: Organizational Culture and Change
  • 16.1: What Is Organizational Culture?
  • 16.2: How Employees Learn Culture
  • 16.3: Creating and Sustaining Culture
  • 16.4: What Do Cultures Do?
  • 16.5: Influencing Organizational Cultures
  • 16.6: Change
  • 16.7: Approaches to Managing Organizational Change
  • Summary: Organizational Culture and Change
  • 17: Human Resource Systems and Practices
  • Introduction: Human Resource Systems and Practices
  • 17.1: Recruitment
  • 17.2: Selection
  • 17.3: Substantive Selection
  • 17.4: Training and Development
  • 17.5: Performance Management
  • 17.6: Accessible Workplaces
  • 17.7: Human Resources (HR) Leadership
  • Summary: Human Resource Systems and Practices
  • 18: Stress and Health in Organizations
  • Introduction: Stress and Health in Organizations
  • 18.1: The Nature of Stress in Organizations
  • 18.2: Physical Health at Work
  • 18.3: Mental Health at Work
  • 18.4: Mechanisms of Health and Stress
  • 18.5: Work–Life Balance
  • 18.6: Managing Stress and Health
  • Summary: Stress and Health in Organizations
  • Appendix: Research in Organizational Behavior
  • Introduction: Research in Organizational Behavior
  • Purposes of Research
  • Research Terminology
  • Evaluating Research
  • Research Design
  • Ethics in Research
  • Summary
  • Comprehensive Cases
  • Introduction: Comprehensive Cases
  • Case 1: Managing Motivation in a Difficult Economy
  • Case 2: Repairing Jobs That Fail to Satisfy
  • Case 3: Building a Coalition
  • Case 4: Boundaryless Organizations
  • Case 5: The Automation Dilemma at Meridian Manufacturing
  • Glossary