Implications for Managers
by Timothy A. Judge, Stephen P Robbins
Essentials of Organizational Behavior, 14/e
- Essentials of Organizational Behavior
- Brief Contents
- Contents
- Preface
- About the Authors
- Part 1 Understanding Yourself and Others
- 1 What Is Organizational Behavior?
- Improve Your Grade!
- Learning Objectives
- Management and Organizational Behavior
- Complementing Intuition with Systematic Study
- Disciplines That Contribute to the OB Field
- There are Few Absolutes in OB
- Challenges and Opportunities for OB
- Coming Attractions: Developing An OB Model
- Summary
- Implications for Managers
- 2 Diversity in Organizations
- 3 Attitudes and Job Satisfaction
- 4 Emotions and Moods
- 5 Personality and Values
- 1 What Is Organizational Behavior?
- Part 2 Making and Implementing Decisions
- 6 Perception and Individual Decision Making
- Improve Your Grade!
- Learning Objectives
- What is Perception?
- Person Perception: Making Judgments about Others
- The Link Between Perception and Individual Decision Making
- Decision Making in Organizations
- Influences on Decision Making: Individual Differences and Organizational Constraints
- What About Ethics in Decision Making?
- Creativity, Creative Decision Making, and Innovation in Organizations
- Summary
- Implications for Managers
- 7 Motivation Concepts
- Improve Your Grade!
- Learning Objectives
- Motivation
- Early Theories of Motivation
- Contemporary Theories of Motivation
- Other Contemporary Theories of Motivation
- Job Engagement
- Integrating Contemporary Theories of Motivation
- Summary
- Implications for Managers
- 8 Motivation: From Concepts to Applications
- Improve Your Grade!
- Learning Objectives
- Motivating by Job Design: The Job Characteristics Model (JCM)
- Using Job Redesign to Motivate Employees
- Using Alternative Work Arrangements to Motivate Employees
- Using Employee Involvement and Participation (EIP) to Motivate Employees
- Using Extrinsic Rewards to Motivate Employees
- Using Benefits to Motivate Employees
- Using Intrinsic Rewards to Motivate Employees
- Summary
- Implications for Managers
- 6 Perception and Individual Decision Making
- Part 3 Communicating in Groups and Teams
- 9 Foundations of Group Behavior
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- Learning Objectives
- Groups and Group Identity
- Stages of Group Development
- Group Property 1: Roles
- Group Property 2: Norms
- Group Property 3: Status, and Group Property 4: Size
- Group Property 5: Cohesiveness, and Group Property 6: Diversity
- Group Decision Making
- Summary
- Implications for Managers
- 10 Understanding Work Teams
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- Learning Objectives
- Why have Teams become so Popular?
- Differences between Groups and Teams
- Types of Teams
- Creating Effective Teams
- Turning Individuals into Team Players
- Beware! Teams Aren’t Always the Answer
- Summary
- Implications for Managers
- 11 Communication
- 9 Foundations of Group Behavior
- Part 4 Negotiating Power and Politics
- 12 Leadership
- Improve Your Grade!
- Learning Objectives
- Trait Theories of Leadership
- Behavioral Theories
- Contingency Theories
- Contemporary Theories of Leadership
- Responsible Leadership
- Positive Leadership
- Challenges to our Understanding of Leadership
- Summary
- Implications for Managers
- 13 Power and Politics
- Improve Your Grade!
- Learning Objectives
- Power and Leadership
- Bases of Power
- Dependence: The Key to Power
- Power Tactics
- How Power Affects People
- Politics: Power in Action
- Causes and Consequences of Political Behavior
- Summary
- Implications for Managers
- 14 Conflict and Negotiation
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- Learning Objectives
- A Definition of Conflict
- The Conflict Process
- Negotiation
- The Negotiation Process
- Individual Differences in Negotiation Effectiveness
- Negotiating in a Social Context
- Third-Party Negotiations
- Summary
- Implications for Managers
- 12 Leadership
- Part 5 Leading, Understanding, and Transforming the Organization System
- 15 Foundations of Organization Structure
- Improve Your Grade!
- Learning Objectives
- What is Organizational Structure?
- Common Organizational Frameworks and Structures
- Alternate Design Options
- The Leaner Organization: Downsizing
- Why Do Structures Differ?
- Organizational Designs and Employee Behavior
- Summary
- Implications for Managers
- 16 Organizational Culture
- Improve Your Grade!
- Learning Objectives
- What is Organizational Culture?
- What do Cultures do?
- Creating and Sustaining Culture
- How Employees Learn Culture
- Influencing an Organizational Culture
- The Global Context
- Summary
- Implications for Managers
- 17 Organizational Change and Stress Management
- 15 Foundations of Organization Structure
- Epilogue
- Endnotes
- Glossary
- Index
Implications for Managers
Understand your organization’s antidiscrimination policies thoroughly and share them with all employees.
Assess and challenge your stereotype beliefs to increase your objectivity.
Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions; remain open and encouraging for individuals to disclose any hidden disabilities.
Fully evaluate what accommodations a person with disabilities will need and then fine-tune the job to that person’s abilities.
Seek to understand and respect the unique biographical characteristics of each individual; a fair but individualistic approach yields the best performance.
Try It!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to complete the Simulation: Human Resources.
Personal Inventory Assessments
Intercultural Sensitivity Scale
Are you aware of intercultural dynamics? Take this PIA to assess your intercultural sensitivity.
2-1. What is the most diverse group you have worked in? List all the ways in which this group was diverse.
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