Organizational Behavior Global Edition 18th Edition by Stephen Robbins, Timothy Judge 1292403063 978-1292403069

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ISBN 10: 1292403063

ISBN 13: 978-1292403069

Author: Stephen P. Robbins, Timothy A. Judge

 

The world’s most successful Organizational Behavior textbook provides the research you want, in the language your students understand. This text makes current, relevant research come alive for readers. The 18th Edition reflects the most recent research and business events within the field of organizational behavior, while maintaining its hallmark features — a clear writing style, cutting-edge content, and intuitive pedagogy. There’s a reason why Robbins’s textbooks have educated millions of students and have been translated into 20 languages — and it’s because of a commitment to provide engaging, cutting-edge material that helps students understand and connect with organizational behavior.

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Organizational Behavior Global Edition 18th Table of contents:

1. Introduction

1. What Is Organizational Behavior?

The Importance of Interpersonal Skills

Management and Organizational Behavior

Management Roles

Management Skills

Effective versus Successful Managerial Activities

Complementing Intuition with Systematic Study

Big Data

Myth or Science? Management by Walking around Is the Most Effective Management

Disciplines That Contribute to OB

Psychology

Social Psychology

Sociology

Anthropology

There Are Few Absolutes in OB

Challenges and Opportunities

Economic Pressures

Continuing Globalization

Workforce Demographics

Personal Inventory Assessments Multicultural Awareness Scale

Workforce Diversity

Customer Service

People Skills

Networked Organizations

Social Media

Employee Well-Being at Work

Positive Work Environment

Ethical Behavior

An Ethical Choice Vacation: All I Ever Wanted

Coming Attractions: Developing an OB Model

An Overview

Inputs

Processes

Outcomes

Career OBjectives What do I say about my termination?

Employability Skills

Employability Skills That Apply across Majors

Summary

Implications for Managers

Point/Counterpoint The Battle of the Texts

Questions for Review

Experiential Exercise I’m a Team Leader; I Don’t Need Any Help

Ethical Dilemma There’s a Drone in Your Soup

Case Incident 1 L’Oréal around the Globe

Case Incident 2 So, How Engaged Are Employees? The Data Says It All

2. The Individual

2. Diversity in Organizations

Diversity

Demographic Characteristics

Levels of Diversity

An Ethical Choice Global Diversity: Affirmative Action

Discrimination

Stereotype Threat

Personal Inventory Assessments Intercultural Sensitivity Scale

Discrimination in the Workplace

Biographical Characteristics

Age

Myth or Science? Bald Is Better

Sex

Race and Ethnicity

Disabilities

Hidden Disabilities

Other Differentiating Characteristics

Tenure

Religion

Sexual Orientation and Gender Identity

Career OBjectives Should I come out at work?

Cultural Identity

Ability

Intellectual Abilities

Physical Abilities

Implementing Diversity Management Strategies

Attracting, Selecting, Developing, and Retaining Diverse Employees

Diversity in Groups

Expatriate Adjustment

Effective Diversity Programs

Summary

Implications for Managers

Point/Counterpoint Affirmative Action Programs Have Outlived Their Usefulness

Questions for Review

Experiential Exercise Helping Each Other and Finding Out We Aren’t That Different

Ethical Dilemma Voiding the “License to Discriminate”

Case Incident 1 Encouraging Female Engineers

Case Incident 2 The Encore Career

3. Attitudes and Job Satisfaction

Attitudes

Attitudes and Behavior

Job Attitudes

Job Satisfaction and Job Involvement

An Ethical Choice Office Talk

Organizational Commitment

Perceived Organizational Support

Employee Engagement

Are These Job Attitudes All That Distinct?

Job Satisfaction

Measuring Job Satisfaction

How Satisfied Are People in Their Jobs?

What Causes Job Satisfaction?

Job Conditions

Personality

Personal Inventory Assessments Core Self-Evaluation (CSE) Scale

Pay

Corporate Social Responsibility (CSR)

Outcomes of Job Satisfaction

Job Performance

Organizational Citizenship Behavior (OCB)

Customer Satisfaction

Life Satisfaction

Career OBjectives How can I make my job better?

The Impact of Job Dissatisfaction

Counterproductive Work Behavior (CWB)

Myth or Science? Happy Workers Means Happy Profits

Managers Often “Don’t Get It”

Summary

Implications for Managers

Point/Counterpoint Employer–Employee Loyalty Is an Outdated Concept

Questions for Review

Experiential Exercise Job Attitudes Situational Interview

Ethical Dilemma Tell-All Websites

Case Incident 1 Jobs, Money, and Satisfaction

Case Incident 2 Job Crafting

4. Personality and Values

Linking an Individual’s Personality and Values to the Workplace

Person–Job Fit

Person–Organization Fit

Other Dimensions of Fit

Personality

What Is Personality?

Career OBjectives How do I ace the personality test?

Personal Inventory Assessments Core Five Personality Dimensions

Personality Frameworks

The Myers-Briggs Type Indicator

The Big Five Personality Model

The Dark Triad

Other Personality Attributes Relevant to OB

Core Self-Evaluations (CSEs)

Self-Monitoring

Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds after Meeting Th

Proactive Personality

Personality, Job Search, and Unemployment

Personality and Situations

Situation Strength Theory

Trait Activation Theory

Values

The Importance and Organization of Values

Terminal versus Instrumental Values

Generational Values

An Ethical Choice Do You Have a Cheating Personality?

Cultural Values

Hofstede’s Framework

The GLOBE Framework

Comparison of Hofstede’s Framework and the GLOBE Framework

Summary

Implications for Managers

Point/Counterpoint Millennials Are More Narcissistic Than Their Parents

Questions for Review

Experiential Exercise Your Best Self

Ethical Dilemma Personal Values and Ethics in the Workplace

Case Incident 1 On the Costs of Being Nice

Case Incident 2 Personality Matters!

5. Perception and Individual Decision Making

What Is Perception?

Factors That Influence Perception

Person Perception: Making Judgments about Others

Attribution Theory

Career OBjectives So what if I’m a few minutes late to work?

Common Shortcuts in Judging Others

Specific Applications of Shortcuts in Organizations

Myth or Science? All Stereotypes Are Negative

The Link between Perception and Individual Decision Making

Decision Making in Organizations

The Rational Model, Bounded Rationality, and Intuition

Common Biases and Errors in Decision Making

Influences on Decision Making: Individual Differences and Organizational Constraints

Individual Differences

Organizational Constraints

Decision Making in Times of Crisis

What about Ethics in Decision Making?

Three Ethical Decision Criteria

Lying

An Ethical Choice Choosing to Lie

Creativity, Creative Decision Making, and Innovation in Organizations

Creative Behavior

Causes of Creative Behavior

Personal Inventory Assessments Creativity Scale

Creative Outcomes (Innovation)

Summary

Implications for Managers

Point/Counterpoint Implicit Assessment

Questions for Review

Experiential Exercise Fake News?

Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics

Case Incident 1 Warning: Collaboration Overload

Case Incident 2 How Do Employees Justify Cyberloafing?

6. Emotions and Moods

What Are Emotions and Moods?

The Basic Emotions

Myth or Science? Smile, and the Work World Smiles with You

Moral Emotions

The Basic Moods: Positive and Negative Affect

Experiencing Moods and Emotions

The Function of Emotions

Sources of Emotions and Moods

Personality

Time of Day

Day of the Week

Weather

Stress

Social Activities

Sleep

Exercise

Age

Gender

Emotional Labor

Affective Events Theory

Emotional Intelligence

An Ethical Choice Should Managers Use Emotional Intelligence (EI) Tests?

Personal Inventory Assessments Emotional Intelligence Assessment

Emotion Regulation

Emotion Regulation Influences and Outcomes

Emotion Regulation Techniques

Ethics of Emotion Regulation

OB Applications of Emotions and Moods

The Selection Process

Decision Making

Creativity

Motivation

Leadership

Negotiation

Customer Service

Work-Life Satisfaction

Career OBjectives How do I turn down the volume on my screaming boss?

Deviant Workplace Behaviors

Safety and Injury at Work

Summary

Implications for Managers

Point/Counterpoint Sometimes Yelling Is for Everyone’s Good

Questions for Review

Experiential Exercise Mindfulness at Work

Ethical Dilemma Data Mining Emotions

Case Incident 1 Hiring an Emotionally Intelligent Employee

Case Incident 2 Anger: A Dangerous Emotion at Work

7. Motivation Concepts

Motivation Defined

Early Theories of Motivation

Hierarchy of Needs Theory

Two-Factor Theory

McClelland’s Theory of Needs

Career OBjectives Why won’t he take my advice?

Contemporary Theories of Motivation

Self-Determination Theory

Myth or Science? Helping Others and Being a Good Citizen Is Good for Your Career

Goal-Setting Theory

Other Contemporary Theories of Motivation

Self-Efficacy Theory

Reinforcement Theory

An Ethical Choice Motivated by Big Brother

Expectancy Theory

Personal Inventory Assessments Work Motivation Indicator

Equity Theory/Organizational Justice

Distributive Justice

Procedural Justice

Interactional Justice

Justice Outcomes

Promoting Justice

Culture and Justice

Job Engagement

Integrating Contemporary Theories of Motivation

Summary

Implications for Managers

Point/Counterpoint Goals Get You to Where You Want to Be

Questions for Review

Experiential Exercise Organizational Justice Task

Ethical Dilemma Follies of Reward

Case Incident 1 “Human and Authentic”: Motivation at Schoenen Torfs

Case Incident 2 Laziness Is Contagious

8. Motivation: From Concepts to Applications

Motivating by Job Design: The Job Characteristics Model

The Job Characteristics Model

Job Redesign

Job Rotation and Job Enrichment

Myth or Science? Money Can’t Buy Happiness

Relational Job Design

Personal Inventory Assessments Diagnosing Poor Performance and Enhancing Motivation

Alternative Work Arrangements

Flextime

Job Sharing

Telecommuting

Career OBjectives How can I get flextime?

Employee Involvement

Examples of Employee Involvement Programs

Using Rewards to Motivate Employees

What to Pay: Establishing a Pay Structure

How to Pay: Rewarding Individual Employees through Variable-Pay Programs

An Ethical Choice Workers’ Cooperatives

Using Benefits to Motivate Employees

Flexible Benefits: Developing a Benefits Package

Using Intrinsic Rewards to Motivate Employees

Employee Recognition Programs

Summary

Implications for Managers

Point/Counterpoint Gainsharing: Fair Shares?

Questions for Review

Experiential Exercise Developing a Motivation Plan for Your Museum Security Guards

Ethical Dilemma You Want Me to Do What?

Case Incident 1 We Talk, But They Don’t Listen

Case Incident 2 Will More Money Fill the Gap?

3. The Group

9. Foundations of Group Behavior

Defining and Classifying Groups

Social Identity

Ingroups and Outgroups

Social Identity Threat

Stages of Group Development

Group Property 1: Roles

Role Perception

Role Expectations

Role Conflict

Role Play and Assimilation

Myth or Science? Gossip and Exclusion Are Toxic for Groups

Group Property 2: Norms

Norms and Emotions

Norms and Conformity

Norms and Behavior

An Ethical Choice Using Peer Pressure as an Influence Tactic

Positive Norms and Group Outcomes

Negative Norms and Group Outcomes

Norms and Culture

Group Property 3: Status, and Group Property 4: Size and Dynamics

Group Property 3: Status

Group Property 4: Size and Dynamics

Group Property 5: Cohesiveness, and Group Property 6: Diversity

Group Property 5: Cohesiveness

Group Property 6: Diversity

Personal Inventory Assessments Communicating Supportively

Group Decision Making

Groups versus the Individual

Groupthink and Groupshift

Career OBjectives Can I fudge the numbers and not take the blame?

Group Decision-Making Techniques

Summary

Implications for Managers

Point/Counterpoint Diverse Work Groups Are Smarter and More Innovative

Questions for Review

Experiential Exercise Surviving the Wild: Join a Group or Go It Alone?

Ethical Dilemma It’s Obvious, They’re Chinese

Case Incident 1 The Dangers of Groupthink

Case Incident 2 Intragroup Trust and Survival

10. Understanding Work Teams

Why Have Teams Become So Popular?

Differences between Groups and Teams

Types of Teams

Problem-Solving Teams

Self-Managed Work Teams

Cross-Functional Teams

Virtual Teams

Multiteam Systems

An Ethical Choice The Size of Your Meeting’s Carbon Footprint

Creating Effective Teams

Team Context: What Factors Determine Whether Teams Are Successful?

Team Composition

Myth or Science? Team Members Who Are “Hot” Should Make the Play

Career OBjectives Is it wrong that I’d rather have guys on my team?

Team Processes

Personal Inventory Assessments Team Development Behaviors

Turning Individuals into Team Players

Selecting: Hiring Team Players

Training: Creating Team Players

Rewarding: Providing Incentives to Be a Good Team Player

Beware! Teams Aren’t Always the Answer

Summary

Implications for Managers

Point/Counterpoint To Get the Most Out of Teams, Empower Them

Questions for Review

Experiential Exercise How to Resolve Social Loafing in Your Team?

Ethical Dilemma When Your Cycling Skills Matter!

Case Incident 1 Trusting Someone You Can’t See

Case Incident 2 Smart Teams and Dumb Teams

11. Power and Politics

Power and Leadership

Bases of Power

Formal Power

Personal Power

Which Bases of Power Are Most Effective?

Dependence: The Key to Power

The General Dependence Postulate

What Creates Dependence?

Social Network Analysis: A Tool for Assessing Resources

Power Tactics

Using Power Tactics

Cultural Preferences for Power Tactics

Applying Power Tactics

How Power Affects People

Power Variables

Sexual Harassment: Unequal Power in the Workplace

Politics: Power in Action

Definition of Organizational Politics

The Reality of Politics

The Causes and Consequences of Political Behavior

Factors Contributing to Political Behavior

Career OBjectives Should I become political?

Myth or Science? Powerful Leaders Keep Their (Fr) Enemies Close

How Do People Respond to Organizational Politics?

Impression Management

An Ethical Choice How Much Should You Manage Interviewer Impressions?

The Ethics of Behaving Politically

Personal Inventory Assessments Gaining Power and Influence

Mapping Your Political Career

Summary

Implications for Managers

Point/Counterpoint Everyone Wants Power

Questions for Review

Experiential Exercise The Dark Side of Power

Ethical Dilemma Sexual Harassment and Office Romances

Case Incident 1 Power and Gender Diversity

Case Incident 2 Where Flattery Will Get You

12. Communication

Functions of Communication

Direction of Communication

Downward Communication

Upward Communication

Lateral Communication

Formal Small-Group Networks

The Grapevine

Modes of Communication

Oral Communication

Career OBjectives Isn’t this disability too much to accommodate?

Written Communication

Myth or Science? Today, Writing Skills Are More Important Than Speaking Skills

Personal Inventory Assessments Communication Styles

Choice of Communication

Channel Richness

Choosing Communication Methods

Information Security

An Ethical Choice Using Employees in Organizational Social Media Strategy

Persuasive Communication

Automatic and Controlled Processing

Barriers to Effective Communication

Filtering

Selective Perception

Information Overload

Emotions

Language

Silence

Communication Apprehension

Lying

Communicating in Times of Crisis

Cultural Factors

Cultural Barriers

Cultural Context

A Cultural Guide

Summary

Implications for Managers

Point/Counterpoint We Should Use Employees’ Social Media Presence

Questions for Review

Experiential Exercise Choosing the Right Modes of Communication

Ethical Dilemma BYOD

Case Incident 1 Do Men and Women Speak the Same Language?

Case Incident 2 Shoulders Back, It’s Interview Time

13. Leadership

Trait Theories

Behavioral Theories

Career OBjectives How can I get my boss to be a better leader?

Summary of Trait Theories and Behavioral Theories

Contingency Theories

The Fiedler Model

Situational Leadership Theory

Path–Goal Theory

Leader–Participation Model

Contemporary Theories of Leadership

Leader–Member Exchange (LMX) Theory

Charismatic Leadership

Transactional and Transformational Leadership

Myth or Science? Top Leaders Feel the Most Stress

Personal Inventory Assessments Ethical Leadership Assessment

Responsible Leadership

Authentic Leadership

Ethical Leadership

An Ethical Choice Holding Leaders Ethically Accountable

Abusive Supervision

Servant Leadership

Positive Leadership

Trust

Mentoring

Leading in Times of Crisis

Challenges to Our Understanding of Leadership

Leadership as an Attribution

Neutralizers of and Substitutes for Leadership

Selecting Leaders

Training Leaders

Summary

Implications for Managers

Point/Counterpoint CEOs Start Early

Questions for Review

Experiential Exercise What’s in a Leader?

Ethical Dilemma Innocent, but What about Trust?

Case Incident 1 Sharing Is Performing

Case Incident 2 Andrea Illy: Leading a Family Company Responsibly

14. Foundations of Organization Structure

What Is Organizational Structure?

Work Specialization

Departmentalization

Chain of Command

Span of Control

Centralization and Decentralization

Formalization

Boundary Spanning

Common Organizational Frameworks and Structures

The Simple Structure

The Bureaucracy

The Matrix Structure

Alternate Design Options

The Virtual Structure

The Team Structure

Career OBjectives What structure should I choose?

An Ethical Choice Flexible Structures, Deskless Workplaces

The Circular Structure

Personal Inventory Assessments Organizational Structure Assessment

The Leaner Organization: Downsizing

Why Do Structures Differ?

Organizational Strategies

Organization Size

Technology

Environment

Institutions

Organizational Designs and Employee Behavior

Myth or Science? Employees Can Work Just as Well from Home

Summary

Implications for Managers

Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance Productivity

Questions for Review

Experiential Exercise The Sandwich Shop

Ethical Dilemma Postmillennium Tensions in the Flexible Organization

Case Incident 1 Kuuki: Reading the Atmosphere

Case Incident 2 Turbulence on United Airlines

4. The Organization System

15. Organizational Culture

What Is Organizational Culture?

A Definition of Organizational Culture

Culture Is a Descriptive Term

Do Organizations Have Uniform Cultures?

Myth or Science? An Organization’s Culture Is Forever

Strong versus Weak Cultures

How Employees Learn Culture

Stories

Rituals

Symbols

Language

An Ethical Choice A Culture of Compassion

Creating and Sustaining Culture

How a Culture Begins

Keeping a Culture Alive

What Do Cultures Do?

The Functions of Culture

Culture Creates Climate

The Ethical Dimension of Culture

Culture and Sustainability

Culture and Innovation

Culture as an Asset

Culture as a Liability

Influencing an Organizational Culture

Developing an Ethical Culture

Developing a Positive Culture

A Spiritual Culture

Career OBjectives How do I learn to lead?

The Global Context

Summary

Implications for Managers

Personal Inventory Assessments Comfort with Change Scale

Point/Counterpoint Organizational Culture Can Be “Measured”

Questions for Review

Experiential Exercise Creating a Green Culture

Ethical Dilemma Culture of Deceit

Case Incident 1 Culture of Fear

Case Incident 2 Active Cultures

16. Human Resources Policies and Practices

Recruitment Practices

Selection Practices

How the Selection Process Works

Initial Selection

Substantive and Contingent Selection

Written Tests

Performance-Simulation Tests

Interviews

Contingent Selection Tests

Training and Development Programs

Types of Training

Training Methods

Evaluating Effectiveness

Performance Evaluation

What Is Performance?

Purposes of Performance Evaluation

What Do We Evaluate?

Who Should Do the Evaluating?

Methods of Performance Evaluation

Improving Performance Evaluations

Providing Performance Feedback

Career OBjectives How do I fire someone?

International Variations in Performance Appraisal

The Leadership Role of Human Resources (HR)

Communicating HR Practices

Designing and Administering Benefits Programs

Drafting and Enforcing Employment Policies

An Ethical Choice HIV/AIDS and the Multinational Organization

Managing Work–Life Conflicts

Myth or Science? The 24-Hour Workplace Is Harmful

Mediations, Terminations, and Layoffs

Summary

Implications for Managers

Personal Inventory Assessments Positive Practices Survey

Point/Counterpoint Employers Should Check Applicants’ Criminal Backgrounds

Questions for Review

Experiential Exercise Responding to Employees’ Requests of Flexibility

Ethical Dilemma Should I Pay the Staff More and Reduce Company’s Profit?

Case Incident 1 Getting a Foot in the Door?

Case Incident 2 Indentured Doctors

17. Organizational Change and Stress Management

Change

Forces for Change

Planned Change

Resistance to Change

Overcoming Resistance to Change

The Politics of Change

Approaches to Managing Organizational Change

Lewin’s Three-Step Model of the Change Process

Kotter’s Eight-Step Plan

Action Research

Organizational Development

Facilitating Change

Managing Paradox

Stimulating Innovation

Creating a Learning Organization

Organizational Change and Stress

Stress at Work

What Is Stress?

Potential Sources of Stress at Work

Career OBjectives How can I bring my team’s overall stress level down?

Individual Differences

Cultural Differences

Consequences of Stress at Work

Myth or Science? When You’re Working Hard, Sleep Is Optional

Managing Stress

Individual Approaches

Organizational Approaches

An Ethical Choice Manager and Employee Stress during Organizational Change

Summary

Implications for Managers

Personal Inventory Assessments Tolerance of Ambiguity Scale

Point/Counterpoint Companies Should Encourage Stress Reduction

Questions for Review

Experiential Exercise Making Employees Less Resistant to Change

Ethical Dilemma The Fear of Redundancy and Ceasing Operations

Case Incident 1 Sprucing Up Walmart

Case Incident 2 Sweat the Stress

18. Conflict and Negotiation

A Definition of Conflict

Types of Conflict

Loci of Conflict

The Conflict Process

Stage I: Potential Opposition or Incompatibility

Stage II: Cognition and Personalization

Stage III: Intentions

Stage IV: Behavior

Stage V: Outcomes

Personal Inventory Assessments Strategies for Handling Conflict

Negotiation

Bargaining Strategies

Myth or Science? Teams Negotiate Better Than Individuals in Collectivistic Cultures

The Negotiation Process

Individual Differences in Negotiation Effectiveness

Career OBjectives How can I get a better job?

An Ethical Choice Using Empathy to Negotiate More Ethically

Negotiating in a Social Context

Reputation

Relationships

Third-Party Negotiations

Summary

Implications for Managers

Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad for Workers

Questions for Review

Experiential Exercise A Negotiation Role Play

Ethical Dilemma The Case of the Overly Assertive Employee

Case Incident 1 Disorderly Conduct

Case Incident 2 Start-up Stress

Appendix Research in Organizational Behavior

Comprehensive Cases

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