• Shorter, comprehensive chapters in a modern design present content in a more engaging and accessible format-- increasing the number of students who read the chapter without minimizing coverage for your course.
• 4LTR PRESS ONLINE: Created through a deep investigation of students' challenges and workflows, ORGB Online lets students study how and when they want--including on their devices!
• With the unique StudyBits functionality, students easily collect notes and create StudyBits from interactive content to collect what’s important. And intuitive tagging and filtering options help students maximize their study efforts as they make flashcards, take practice quizzes, view related content and track their progress all in one place!
• Coupled with straightforward course management, assessment and analytics for instructors, ORGB with ORGB Online engages students of all generations and learning styles and integrates seamlessly into your course--setting the stage for thinking critically about Organizational Behavior.

Part 1 INTRODUCTION

Chapter 1 Organizational Behavior and Opportunity

1-1 Human Behavior in Organizations

1-2 Behavior in Times of Change

1-3 The Organizational Context

1-4 The Formal and Informal Organization

1-5 Diversity of Organizations

1-6 Change Creates Opportunities

1-7 Learning about Organizational Behavior

Chapter 2 Challenges for Managers

2-1 Competing in the Global Economy

2-2 Cultural Differences and Work-Related Attitudes

2-3 The Diverse Workforce

2-4 Ethics, Character, and Personal Integrity

2-5 Ethical Dilemmas Facing the Modern Organization

Part 2 INDIVIDUAL PROCESSES AND BEHAVIOR

Chapter 3 Personality, Perception, and Attribution

3-1 Individual Differences and Organizational Behavior

3-2 Personality and Organizations

3-3 Application of Personality Theory in Organizations

3-4 Social Perception

3-5 Barriers to Social Perception

3-6 Attribution in Organizations

Chapter 4 Attitudes, Emotions, and Ethics

4-1 Attitudes

4-2 Attitude Formation

4-3 Job Satisfaction

4-4 Organizational Citizenship versus Counterproductive Work Behavior

4-5 Persuasion and Attitude Change

4-6 Emotions and Moods at Work

4-7 Ethical Behavior

4-8 Factors That Affect Ethical Behavior 

Chapter 5 Motivation at Work

5-1 Motivation and Work Behavior

5-2 Maslow’s Need Hierarchy

5-3 McClelland’s Need Theory

5-4 Herzberg’s Two-Factor Theory

5-5 Two New Ideas in Motivation

5-6 Social Exchange and Equity Theory

5-7 Expectancy Theory of Motivation

5-8 Cultural Differences in Motivation

Chapter 6 Learning and Performance Management

6-1 Behavioral Models of Learning in Organizations

6-2 Social and Cognitive Theories of Learning

6-3 Goal Setting at Work

6-4 Performance: A Key Construct

6-5 Performance Feedback

6-6 Rewarding Performance

6-7 Correcting Poor Performance

Chapter 7 Stress and Well-Being at Work

7-1 What Is Stress?

7-2 Four Approaches to Stress

7-3 The Stress Response

7-4 Sources of Work Stress

7-5 The Consequences of Stress

7-6 Individual Differences in the Stress–Strain Relationship

7-7 Preventive Stress Management

Part 3 INTERPERSONAL PROCESSES AND BEHAVIOR

Chapter 8 Communication

8-1 Interpersonal Communication

8-2 Communication Skills for Effective Managers

8-3 Barriers and Gateways to Communication

8-4 Civility and Incivility

8-5 Nonverbal Communication

8-6 Positive, Healthy Communication

8-7 Communicating through New Technologies and Social Media

Chapter 9 Work Teams and Groups

9-1 Groups and Work Teams

9-2 Why Work Teams?

9-3 Group Behavior

9-4 Group Formation and Development

9-5 Task and Maintenance Functions

9-6 Factors That Influence Group Effectiveness

9-7 Empowerment and Self-Managed Teams

9-8 Upper Echelons: Teams at the Top

Chapter 10 Decision Making by Individuals and Groups

10-1 The Decision-Making Process

10-2 Models and Limits of Decision Making

10-3 Individual Influences on Decision Making

10-4 The Group Decision-Making Process

10-5 Diversity and Culture in Decision Making

10-6 Participation in Decision Making

Chapter 11 Power and Political Behavior

11-1 The Concept of Power

11-2 Forms and Sources of Power in Organizations

11-3 Using Power Ethically

11-4 Symbols of Power

11-5 Political Behavior in Organizations

11-6 Managing Political Behavior in Organizations

Chapter 12 Leadership and Followership

12-1 Leadership versus Management

12-2 Early Trait Theories

12-3 Behavioral Theories

12-4 Contingency Theories 

12-5 Recent Leadership Theories

12-6 Emerging Issues in Leadership

12-7 Followership

12-8 Guidelines for Leadership

Chapter 13 Conflict and Negotiation

13-1 The Nature of Conflicts in Organizations

13-2 Causes of Conflict in Organizations

13-3 Forms of Group Conflict in Organizations

13-4 Individual Conflict in Organizations

13-5 Conflict Management Strategies and Techniques

13-6 Conflict Management Styles

Part 4 ORGANIZATIONAL PROCESSES AND STRUCTURE

Chapter 14 Jobs and the Design of Work

14-1 Work in Organizations

14-2 Traditional Approaches to Job Design

14-3 Alternative Approaches to Job Design

14-4 Contemporary Issues in the Design of Work

Chapter 15 Organizational Design and Structure

15-1 Key Organizational Design Processes

15-2 Basic Design Dimensions

15-3 Five Structural Configurations

15-4 Contextual Variables

15-5 Forces Reshaping Organizations

15-6 Emerging Organizational Structures

15-7 Factors That Can Adversely Affect Structure

Chapter 16 Organizational Culture

16-1 Levels of Organizational Culture

16-2 Functions of Organizational Culture

16-3 The Relationship of Culture to Performance

16-4 The Leader’s Role in Shaping and Reinforcing Culture

16-5 Organizational Socialization

16-6 Assessing Organizational Culture

16-7 Changing Organizational Culture

16-8 Challenges to Developing a Positive, Cohesive Culture

Chapter 17 Career Management

17-1 Occupational and Organizational Choice Decisions

17-2 Foundations for a Successful Career

17-3 The Career Stage Model

17-4 The Establishment Stage

17-5 The Advancement Stage

17-6 The Maintenance Stage

17-7 The Withdrawal Stage

17-8 Career Anchors

Chapter 18 Managing Change

18-1 Forces for Change in Organizations

18-2 The Scope of Change

18-3 Resistance to Change

18-4 Lewin’s Model for Managing Change

18-5 Determining the Need for Organization Development Interventions

18.6 Group-Focused Techniques for OD Intervention

18-7 Individual-Focused Techniques for OD Intervention

Endnotes

Index

Debra Nelson, Oklahoma State University

Dr. Debra L. Nelson is the Spears School of Business Associates' Professor of Business Administration and Professor of Management at Oklahoma State University. She received her Ph.D. from the University of Texas at Arlington, where she was the recipient of the R. D. Irwin Dissertation Fellowship Award. Dr. Nelson is the author of over 90 journal articles focusing on organizational stress management, gender at work, and leadership. Her research has been published in the ACADEMY OF MANAGEMENT EXECUTIVE, ACADEMY OF MANAGEMENT JOURNAL, ACADEMY OF MANAGEMENT REVIEW, MIS QUARTERLY, ORGANIZATIONAL DYNAMICS, JOURNAL OF ORGANIZATIONAL BEHAVIOR, and others. In addition, she is coauthor/coeditor of several books,

including ORGANIZATIONAL BEHAVIOR: SCIENCE, THE REAL WORLD, AND YOU; POSITIVE ORGANIZATIONAL BEHAVIOR (Sage, 2007); ORGANIZATIONAL LEADERSHIP (South-Western, Cengage Learning, 2004); GENDER, WORK STRESS, AND HEALTH (American Psychological Association, 2002); ADVANCING WOMEN IN MANAGEMENT (Blackwell, 2002); and PREVENTIVE STRESS MANAGEMENT IN ORGANIZATIONS (American Psychological Association, 1997). Dr. Nelson has also served as a consultant to several organizations including AT&T, American Fidelity Assurance, Sonic, State Farm Insurance, and Southwestern Bell. She has presented leadership and preventive stress management seminars for a host of organizations, including Blue Cross/Blue Shield, Conoco/Phillips and the Federal Aviation Administration. She has been honored with the Greiner Graduate Teaching Award, the Chandler-Frates and Reitz Graduate Teaching Award, the Regents' Distinguished Teaching Award, the Regents' Distinguished Research Award, and the Burlington Northern Faculty Achievement Award at OSU. Dr. Nelson also serves on the editorial review boards of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, JOURNAL OF LEADERSHIP AND ORGANIZATIONAL STUDIES, and LEADERSHIP.

James Campbell Quick, The University of Texas at Arlington

Dr. James Campbell (Jim) Quick is John and Judy Goolsby Distinguished Professor in the Goolsby Leadership Academy, Distinguished Professor in the Academy of Distinguished Teachers, and Professor of Organizational Behavior in the Department of Management, College of Business at The University of Texas at Arlington. He earned an M.B.A. and a Ph.D. at the University of Houston. He completed postgraduate courses in behavioral medicine (Harvard Medical School) and combat stress (University of Texas Health Science Center at San Antonio). Dr. Quick is a Fellow of the Society for Industrial and Organizational Psychology, the American Psychological Association, and the American Institute of Stress. Dr. Quick's and his brother's signature theory is preventive stress management, now in the APA Dictionary of Psychology (2007). Dr. Quick has over 100 books, book chapters, journal articles, and clinical monographs in 10 languages. Dr. Quick's awards and recognitions include Beta Gamma Sigma and Phi Beta Delta honor societies membership; The Maroon Citation (Colgate University Alumni Corporation, 1993); 2002 Harry and Miriam Levinson Award (American Psychological Foundation); and a Presidential Citation (American Psychological Association, 2001). Quick won the 2007-2008 Honors College Outstanding Faculty Award and 2009 Award for Distinguished Record of Research at UT Arlington. Colonel Quick, United States Air Force Reserve (Ret.) was Distinguished Visiting Professor of Psychology, 59th Medical Wing (1999) and Visiting Scholar, United States Military Academy at West Point (2007). His awards and decorations include the Legion of Merit, Meritorious Service Medal, and National Defense Service Medal with Bronze Star. He currently serves by appointment from Secretary of Defense Robert Gates on the Defense Health Board's Psychological Health External Advisory Subcommittee.