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by Timothy A. Judge, Stephen P Robbins
Essentials of Organizational Behavior, 14/e
Essentials of Organizational Behavior
Brief Contents
Contents
Preface
Key Changes for the Fourteenth Edition
Retained from the Previous Edition
Chapter-by-Chapter Changes
Instructor Resources
About the Authors
Part 1 Understanding Yourself and Others
1 What Is Organizational Behavior?
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Learning Objectives
Management and Organizational Behavior
Organizational Behavior (OB) Defined
Effective versus Successful Managerial Activities
Complementing Intuition with Systematic Study
Big Data
Current Usage
New Trends
Limitations
Disciplines That Contribute to the OB Field
Psychology
Social Psychology
Sociology
Anthropology
There are Few Absolutes in OB
Challenges and Opportunities for OB
Continuing Globalization
Working with People from Different Cultures
Adapting to Differing Cultural and Regulatory Norms
Workforce Demographics
Workforce Diversity
Social Media
Employee Well-Being at Work
Positive Work Environment
Ethical Behavior
Coming Attractions: Developing An OB Model
Overview
Inputs
Processes
Outcomes
Attitudes and Stress
Task Performance
Organizational Citizenship Behavior (OCB)
Withdrawal Behavior
Group Cohesion
Group Functioning
Productivity
Survival
Summary
Implications for Managers
Multicultural Awareness Scale
2 Diversity in Organizations
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Learning Objectives
Diversity
Demographic Characteristics
Levels of Diversity
Discrimination
Stereotype Threat
Discrimination in the Workplace
Biographical Characteristics
Age
Age and Job Performance
Age and Job Satisfaction
Sex
Race and Ethnicity
Disabilities
Scope of Disabilities
Disabilities and Outcomes
Hidden Disabilities
Other Differentiating Characteristics
Religion
Sexual Orientation and Gender Identity
Sexual Orientation Laws
Organizational Policies on Sexual Orientation
Cultural Identity
Ability
Intellectual Abilities
Dimensions of Intellectual Ability
The Wonderlic Intellectual Ability Test
Intellectual Ability and Job Satisfaction
Physical Abilities
Implementing Diversity Management Strategies
Attracting, Selecting, Developing, and Retaining Diverse Employees
Diversity in Groups
Diversity Programs
Summary
Implications for Managers
Intercultural Sensitivity Scale
3 Attitudes and Job Satisfaction
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Learning Objectives
Attitudes
Attitudes and Behavior
Job Attitudes
Job Satisfaction and Job Involvement
Organizational Commitment
Perceived Organizational Support
Employee Engagement
Measuring Job Satisfaction
Approaches to Measurement
Measured Job Satisfaction Levels
What Causes Job Satisfaction?
Job Conditions
Personality
Pay
Corporate Social Responsibility (CSR)
Outcomes of Job Satisfaction
Job Performance
Organizational Citizenship Behavior (OCB)
Customer Satisfaction
Life Satisfaction
The Impact of Job Dissatisfaction
Counterproductive Work Behavior (CWB)
Absenteeism
Turnover
Understanding the Impact
Summary
Implications for Managers
Core Self-Evaluation (CSE) Scale
4 Emotions and Moods
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Learning Objectives
What are Emotions and Moods?
The Basic Emotions
Moral Emotions
The Basic Moods: Positive and Negative Affect
Experiencing Moods and Emotions
The Function of Emotions
Do Emotions Make Us Irrational?
Do Emotions Make Us Ethical?
Sources of Emotions and Moods
Personality
Time of Day
Day of the Week
Weather
Stress
Sleep
Exercise
Age
Sex
Emotional Labor
Controlling Emotional Displays
Emotional Dissonance and Mindfulness
Affective Events Theory
Emotional Intelligence
Emotion Regulation
Emotion Regulation Influences and Outcomes
Emotion Regulation Techniques
Ethics of Emotion Regulation
OB Applications of Emotions and Moods
Selection
Decision Making
Creativity
Motivation
Leadership
Customer Service
Job Attitudes
Deviant Workplace Behaviors
Safety and Injury at Work
Summary
Implications for Managers
Emotional Intelligence Assessment
5 Personality and Values
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Learning Objectives
Personality
What Is Personality?
Defining Personality
Assessing Personality
Measuring Results
Culture and Ratings
Self-Reports and Observer-Ratings
Personality Determinants
Personality Frameworks
The Myers-Briggs Type Indicator
The Big Five Personality Model
How Do the Big Five Traits Predict Behavior at Work?
Conscientiousness at Work
Emotional Stability at Work
Extraversion at Work
Openness at Work
Agreeableness at Work
The Dark Triad
Machiavellianism
Narcissism
Psychopathy
Other Traits
Other Personality Attributes Relevant to OB
Core Self-Evaluation (CSE)
Self-Monitoring
Proactive Personality
Personality and Situations
Situation Strength Theory
Components of Situation Strength
Organizational Situations
Trait Activation Theory
Values
Terminal versus Instrumental Values
Generational Values
Linking an Individual’S Personality and Values to the Workplace
Person–Job Fit
Person–Organization Fit
Other Dimensions of Fit
Cultural Values
Hofstede’s Framework
The GLOBE Framework
Comparison of Hofstede’s Framework and the GLOBE Framework
Summary
Implications for Managers
Personality Style Indicator
Part 2 Making and Implementing Decisions
6 Perception and Individual Decision Making
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Learning Objectives
What is Perception?
Factors That Influence Perception
Perceiver
Target
Context
Person Perception: Making Judgments about Others
Attribution Theory
Internal and External Causation
Distinctiveness, Consensus, and Consistency
Errors and Biases
Common Shortcuts in Judging Others
Selective Perception
Halo Effect
Contrast Effects
Stereotyping
The Link Between Perception and Individual Decision Making
Decision Making in Organizations
The Rational Model, Bounded Rationality, and Intuition
Rational Decision Making
Bounded Rationality
Intuition
Common Biases and Errors in Decision Making
Overconfidence Bias
Anchoring Bias
Confirmation Bias
Availability Bias
Escalation of Commitment
Randomness Error
Risk Aversion
Hindsight Bias
Influences on Decision Making: Individual Differences and Organizational Constraints
Individual Differences
Personality
Gender
General Mental Ability
Cultural Differences
Nudging
Organizational Constraints
Performance Evaluation Systems
Reward Systems
Formal Regulations
System-Imposed Time Constraints
Historical Precedents
What About Ethics in Decision Making?
Three Ethical Decision Criteria
Choosing between Criteria
Behavioral Ethics
Lying
Creativity, Creative Decision Making, and Innovation in Organizations
Creative Behavior
Causes of Creative Behavior
Creative Potential
Creative Environment
Creative Outcomes (Innovation)
Summary
Implications for Managers
How Creative Are You?
7 Motivation Concepts
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Learning Objectives
Motivation
Early Theories of Motivation
Hierarchy of Needs Theory
Two-Factor Theory
McClelland’s Theory of Needs
Contemporary Theories of Motivation
Self-Determination Theory
Cognitive Evaluation Theory
Self-Concordance
Goal-Setting Theory
Difficulty and Feedback Dimensions
Goal Commitment, Task Characteristics, and National Culture Factors
Individual and Promotion Foci
Goal-Setting Implementation
Goal Setting and Ethics
Other Contemporary Theories of Motivation
Self-Efficacy Theory
Increasing self-efficacy in yourself
Influencing self-efficacy in others
Reinforcement Theory
Operant conditioning/behaviorism and reinforcement
Social-learning theory and reinforcement
Equity Theory/Organizational Justice
Distributive Justice
Procedural Justice
Informational Justice
Interpersonal Justice
Justice Outcomes
Ensuring Justice
Culture and Justice
Expectancy Theory
Job Engagement
Integrating Contemporary Theories of Motivation
Summary
Implications for Managers
Work Motivation Indicator
8 Motivation: From Concepts to Applications
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Learning Objectives
Motivating by Job Design: The Job Characteristics Model (JCM)
Elements of the JCM
Efficacy of the JCM
Motivating Potential Score (MPS)
Cultural Generalizability of the JCM
Using Job Redesign to Motivate Employees
Job Rotation
Relational Job Design
Using Alternative Work Arrangements to Motivate Employees
Flextime
Job Sharing
Telecommuting
Using Employee Involvement and Participation (EIP) to Motivate Employees
Cultural EIP
Forms of Employee Involvement Programs
Participative Management
Representative Participation
Using Extrinsic Rewards to Motivate Employees
What to Pay: Establishing a Pay Structure
How to Pay: Rewarding Individual Employees through Variable-Pay Programs
Piece-Rate Pay
Merit-Based Pay
Bonus
Profit-Sharing Plan
Employee Stock Ownership Plan
Using Benefits to Motivate Employees
Using Intrinsic Rewards to Motivate Employees
Summary
Implications for Managers
Diagnosing the Need for Team Building
Part 3 Communicating in Groups and Teams
9 Foundations of Group Behavior
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Learning Objectives
Groups and Group Identity
Social Identity
Ingroups and Outgroups
Stages of Group Development
Group Property 1: Roles
Role Perception
Role Expectations
Role Conflict
Group Property 2: Norms
Norms and Emotions
Norms and Conformity
Norms and Behavior
Positive Norms and Group Outcomes
Negative Norms and Group Outcomes
Norms and Culture
Group Property 3: Status, and Group Property 4: Size
Group Property 3: Status
What Determines Status?
Status and Norms
Status and Group Interaction
Status Inequity
Status and Stigmatization
Group Status
Group Property 4: Size
Group Property 5: Cohesiveness, and Group Property 6: Diversity
Group Property 5: Cohesiveness
Group Property 6: Diversity
Types of Group Diversity
Challenges of Group Diversity
Group Decision Making
Groups versus the Individual
Strengths of Group Decision Making
Weaknesses of Group Decision Making
Effectiveness and Efficiency
Groupthink
Groupthink
Groupshift or Group Polarization
Group Decision-Making Techniques
Brainstorming
Nominal Group Technique
Summary
Implications for Managers
Communicating Supportively
10 Understanding Work Teams
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Learning Objectives
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
Creating Effective Teams
Team Context: What Factors Determine Whether Teams Are Successful?
Adequate Resources
Leadership and Structure
Climate of Trust
Performance Evaluation and Reward System
Team Composition
Abilities of Members
Personality of Members
Allocation of Roles
Diversity of Members
Cultural Differences
Size of Teams
Member Preferences
Team Processes
Common Plan and Purpose
Specific Goals
Team Efficacy
Team Identity
Team Cohesion
Mental Models
Conflict Levels
Social Loafing
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
Team Development Behaviors
11 Communication
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Learning Objectives
Communication
Functions of Communication
Managing Behavior
Feedback
Emotional Sharing
Persuasion
Information Exchange
The Communication Process
Direction of Communication
Downward Communication
Upward Communication
Lateral Communication
Formal Small-Group Networks
The Grapevine
Modes of Communication
Oral Communication
Written Communication
Nonverbal Communication
Choice of Communication Channel
Channel Richness
Choosing Communication Methods
Choosing Oral Communication
Choosing Written Communication
Choosing Nonverbal Communication
Information Security
Persuasive Communication
Automatic and Controlled Processing
Interest Level
Prior Knowledge
Personality
Message Characteristics
Tailoring the Message
Barriers to Effective Communication
Filtering
Selective Perception
Information Overload
Emotions
Language
Silence
Communication Apprehension
Lying
Cultural Factors
Cultural Barriers
Cultural Context
A Cultural Guide
Summary
Implications for Managers
Communication Styles
Part 4 Negotiating Power and Politics
12 Leadership
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Learning Objectives
Trait Theories of Leadership
Personality Traits and Leadership
Big Five Traits
Dark-Side Traits
Emotional Intelligence (EI) and Leadership
Behavioral Theories
Initiating Structure
Consideration
Cultural Differences
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
What Is Charismatic Leadership?
Are Charismatic Leaders Born or Made?
How Charismatic Leaders Influence Followers
Does Effective Charismatic Leadership Depend on the Situation?
The Dark-Side of Charismatic Leadership
Transactional and Transformational Leadership
Full Range of Leadership Model
How Transformational Leadership Works
Evaluation of Transformational Leadership
Transformational versus Transactional Leadership
Transformational versus Charismatic Leadership
Responsible Leadership
Authentic Leadership
Ethical Leadership
Servant Leadership
Positive Leadership
Trust
The Outcomes of Trust
Trust Development
Trust Propensity
Trust and Culture
The Role of Time
Regaining Trust
Mentoring
Challenges to our Understanding of Leadership
Leadership as an Attribution
Substitutes for and Neutralizers of Leadership
Online Leadership
Summary
Implications for Managers
Ethical Leadership Assessment
13 Power and Politics
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Learning Objectives
Power and Leadership
Bases of Power
Formal Power
Coercive Power
Reward Power
Legitimate Power
Personal Power
Expert Power
Referent Power
Which Bases of Power Are Most Effective?
Dependence: The Key to Power
The General Dependence Postulate
What Creates Dependence?
Importance
Scarcity
Nonsubstitutability
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
Causes and Consequences of Political Behavior
Factors Contributing to Political Behavior
Individual Factors
Organizational Factors
The Zero-Sum Approach
Inter-Organizational Factors
How Do People Respond to Organizational Politics?
Impression Management
Interviews and IM
Performance Evaluations and IM
IM By Culture
The Ethics of Behaving Politically
Mapping Your Political Career
Summary
Implications for Managers
Gaining Power and Influence
14 Conflict and Negotiation
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Learning Objectives
A Definition of Conflict
Types of Conflict
Relationship Conflict
Task Conflict
Process Conflict
Loci of Conflict
The Conflict Process
Stage I: Potential Opposition or Incompatibility
Communication
Structure
Personal Variables
Stage II: Cognition and Personalization
Stage III: Intentions
Competing
Collaborating
Avoiding
Accommodating
Compromising
Stage IV: Behavior
Stage V: Outcomes
Functional Outcomes
Dysfunctional Outcomes
Managing Conflict
Cultural Influences
Negotiation
Bargaining Strategies
Distributive Bargaining
Integrative Bargaining
Choosing Bargaining Methods
The Negotiation Process
Individual Differences in Negotiation Effectiveness
Negotiating in a Social Context
Reputation
Relationships
Third-Party Negotiations
Summary
Implications for Managers
Strategies for Handling Conflict
Part 5 Leading, Understanding, and Transforming the Organization System
15 Foundations of Organization Structure
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Learning Objectives
What is Organizational Structure?
Work Specialization
Departmentalization
Functional Departmentalization
Product or Service Departmentalization
Geographical Departmentalization
Process and Customer Departmentalization
Implications for OB
Chain of Command
Authority
Unity of Command
Implications for OB
Span of Control
Centralization and Decentralization
Implications for OB
Formalization
Boundary Spanning
Common Organizational Frameworks and Structures
The Simple Structure
The Bureaucracy
The Functional Structure
The Divisional Structure
The Matrix Structure
Alternate Design Options
The Virtual Structure
The Team Structure
The Circular Structure
The Leaner Organization: Downsizing
Why Do Structures Differ?
Organizational Strategies
Innovation Strategy
Cost-Minimization Strategy
Imitation Strategy
Structural Matches
Organization Size
Technology
Environment
Capacity
Volatility
Complexity
Three-Dimensional Model
Institutions
Organizational Designs and Employee Behavior
Work Specialization
Span of Control
Centralization
Predictability versus Autonomy
National Culture
Summary
Implications for Managers
Organizational Structure Assessment
16 Organizational Culture
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Learning Objectives
What is Organizational Culture?
A Definition of Organizational Culture
Do Organizations Have Uniform Cultures?
Strong versus Weak Cultures
Culture versus Formalization
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
Institutionalization
Barriers to Change
Barriers to Diversity
Strengthening Dysfunctions
Barriers to Acquisitions and Mergers
Creating and Sustaining Culture
How a Culture Begins
Keeping a Culture Alive
Selection
Top Management
Socialization
Summary: How Organizational Cultures Form
How Employees Learn Culture
Stories
Rituals
Symbols
Language
Influencing an Organizational Culture
An Ethical Culture
A Positive Culture
Building on Employee Strengths
Rewarding More Than Punishing
Encouraging Vitality and Growth
Recognizing Outside Context
A Spiritual Culture
What is Spirituality?
Why Spirituality Now?
Characteristics of a Spiritual Organization
Achieving Spirituality in the Organization
Criticisms of Spirituality
The Global Context
Summary
Implications for Managers
Organizational Structure Assessment
17 Organizational Change and Stress Management
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Learning Objectives
Change
Forces for Change
Reactionary versus Planned Change
Resistance to Change
Overcoming Resistance to Change
Communication
Participation
Building Support and Commitment
Developing Positive Relationships
Implementing Changes Fairly
Manipulation and Cooptation
Selecting People Who Accept Change
Coercion
The Politics of Change
Approaches to Managing Organizational Change
Lewin’s Three-Step Model
Kotter’s Eight-Step Plan
Action Research
Organizational Development
Sensitivity Training
Survey Feedback
Process Consultation
Team Building
Intergroup Development
Appreciative Inquiry
Creating a Culture for Change
Managing Paradox
Stimulating a Culture of Innovation
Definition of Innovation
Sources of Innovation
Context and Innovation
Idea Champions and Innovation
Creating a Learning Organization
What’s a Learning Organization?
Managing Learning
Organizational Change and Stress
Stress at Work
What Is Stress?
Stressors
Demands and Resources
Allostasis
Potential Sources of Stress at Work
Environmental Factors
Organizational Factors
Personal Factors
Stressors are Additive
Individual Differences in Stress
Perception
Job Experience
Social Support
Personality Traits
Cultural Differences
Consequences of Stress at Work
Managing Stress
Individual Approaches
Time-Management Techniques
Physical Exercise
Relaxation Techniques
Social Support Networks
Organizational Approaches
Selection and Placement
Goal-Setting
Redesigning Jobs
Employee Involvement
Organizational Communication
Employee Sabbaticals
Wellness Programs
Summary
Implications for Managers
Tolerance of Ambiguity Scale
Epilogue
Endnotes
Glossary
Index
A
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D
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P
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