Cover

Title

Copyright

Dedication

About the Authors

Preface

Acknowledgments

Text Features: OB Insert Boxes

Connect

Additional Resources

Brief Contents

Table of Contents

Part 1: Introduction to Organizational Behavior

Chapter 1: What Is Organizational Behavior?

What Is Organizational Behavior?

Organizational Behavior Defined

An Integrative Model of OB

Does Organizational Behavior Matter?

Building a Conceptual Argument

Research Evidence

So What’s So Hard?

How Do We “Know” What We Know About Organizational Behavior?

Summary: Moving Forward in This Book

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: GOOGLE

EXERCISE: IS OB COMMON SENSE?

ENDNOTES

Chapter 2: Job Performance

Job Performance

What Does It Mean to Be a “Good Performer”?

Task Performance

Citizenship Behavior

Counterproductive Behavior

Summary: What Does It Mean to Be a “Good Performer”?

Trends Affecting Performance

Knowledge Work

Service Work

Gig Work

Application: Performance Management

Management by Objectives

Behaviorally Anchored Rating Scales

360-Degree Feedback

Forced Ranking

Social Performance Management

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: UBER

EXERCISE: PERFORMANCE OF A SERVER

ENDNOTES

Chapter 3: Organizational Commitment

Organizational Commitment

What Does It Mean to Be “Committed”?

Types of Commitment

Withdrawal Behavior

Summary: What Does It Mean to Be “Committed”?

Trends Affecting Commitment

Diversity of the Workforce

The Changing Employee–Employer Relationship

Application: Commitment initiatives

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: AMAZON

EXERCISE: REACTING TO NEGATIVE EVENTS

ENDNOTES

Part 2: Individual Mechanisms

Chapter 4: Job Satisfaction

Job Satisfaction

Why Are Some Employees More Satisfied Than Others?

Value Fulfillment

Satisfaction with the Work Itself

Mood and Emotions

Summary: Why Are Some Employees More Satisfied Than Others?

How Important Is Job Satisfaction?

Life Satisfaction

Application: Tracking Satisfaction

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: HILTON

EXERCISE: JOB SATISFACTION ACROSS JOBS

ENDNOTES

Chapter 5: Stress

Stress

Why Are Some Employees More “Stressed” Than Others?

Types of Stressors

How Do People Cope with Stressors?

The Experience of Strain

Accounting for Individuals in the Stress Process

Summary: Why Are Some Employees More “Stressed” Than Others?

How Important Is Stress?

Application: Stress Management

Assessment

Reducing Stressors

Providing Resources

Reducing Strains

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: GENERAL MOTORS

EXERCISE: MANAGING STRESS

ENDNOTES

Chapter 6: Motivation

Motivation

Why Are Some Employees More Motivated Than Others?

Expectancy Theory

Goal Setting Theory

Equity Theory

Psychological Empowerment

Summary: Why Are Some Employees More Motivated Than Others?

How Important Is Motivation?

Application: Compensation Systems

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: NETFLIX

EXERCISE: EXPLAINING PAY DIFFERENCES

ENDNOTES

Chapter 7: Trust, Justice, and Ethics

Trust, Justice, and Ethics

Why Are Some Authorities More Trusted Than Others?

Trust

Justice

Ethics

Summary: Why Are Some Authorities More Trusted Than Others?

How Important Is Trust?

Application: Social Responsibility

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: BEN & JERRY’S

EXERCISE: UNETHICAL BEHAVIOR

ENDNOTES

Chapter 8: Learning and Decision Making

Learning and Decision Making

Why Do Some Employees Learn to Make Decisions Better Than Others?

Types of Knowledge

Methods of Learning

Methods of Decision Making

Decision-Making Problems

Summary: Why Do Some Employees Learn to Make Better Decisions Than Others?

How Important Is Learning?

Application: Training

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: CHOBANI

EXERCISE: DECISION-MAKING BIAS

ENDNOTES

Part 3: Individual Characteristics

Chapter 9: Personality and Cultural Values

Personality and Cultural Values

How Can We Describe What Employees Are Like?

The Big Five Taxonomy

Other Taxonomies of Personality

Cultural Values

Summary: How Can We Describe What Employees Are Like?

How Important Are Personality and Cultural Values?

Application: Personality Tests

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: BRIDGEWATER ASSOCIATES

EXERCISE: GUESSING PERSONALITY PROFILES

ENDNOTES

Chapter 10: Ability

Ability

What Does It Mean for an Employee to Be “Able”?

Cognitive Ability

Emotional Ability

Physical Ability

Summary: What Does It Mean for an Employee to Be “Able”?

How Important Is Ability?

Application: Hiring High Cognitive Ability Employees

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: PEPSICO

EXERCISE: EMOTIONAL INTELLIGENCE

ENDNOTES

Part 4: Group Mechanisms

Chapter 11: Teams: Characteristics and Diversity

Team Characteristics and Diversity

What Characteristics Can Be Used to Describe Teams?

Team Types

Variations Within Team Types

Team Interdependence

Team Composition

Summary: What Characteristics Can Be Used to Describe Teams?

How Important Are Team Characteristics?

Application: Team Compensation

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: NISSAN

EXERCISE: PAPER PLANE CORPORATION

ENDNOTES

Chapter 12: Teams: Processes and Communication

Team Processes and Communication

Why Are Some Teams More Than the Sum of Their Parts?

Taskwork Processes

Teamwork Processes

Communication

Team States

Summary: Why Are Some Teams More Than the Sum of Their Parts?

How Important Are Team Processes?

Application: Training Teams

Transportable Teamwork Competencies

Cross-Training

Team Process Training

Team Building

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: MAYO CLINIC

EXERCISE: WILDERNESS SURVIVAL

ENDNOTES

Chapter 13: Leadership: Power and Negotiation

Leadership: Power and Negotiation

Why Are Some Leaders More Powerful Than Others?

Acquiring Power

Using influence

Power and Influence in Action

Negotiations

Summary: Why Are Some Leaders More Powerful Than Others?

How Important Are Power and Influence?

Application: Alternative Dispute Resolution

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: UPS

EXERCISE: LOBBYING FOR INFLUENCE

ENDNOTES

Chapter 14: Leadership: Styles and Behaviors

Leadership: Styles and Behaviors

Why Are Some Leaders More Effective Than Others?

Leader Decision-Making Styles

Day-to-Day Leadership Behaviors

Transformational Leadership Behaviors

Summary: Why Are Some Leaders More Effective Than Others?

How Important Is Leadership?

Application: Leadership Training

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: APPLE

EXERCISE: TAKE ME TO YOUR LEADER

ENDNOTES

Part 5: Organizational Mechanisms

Chapter 15: Organizational Structure

Organizational Structure

Why Do Some Organizations Have Different Structures Than Others?

Elements of Organizational Structure

Organizational Design

Common Organizational Forms

Summary: Why Do Some Organizations Have Different Structures Than Others?

How Important Is Structure?

Application: Restructuring

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: PROCTER & GAMBLE

EXERCISE: CREATIVE CARDS, INC.

ENDNOTES

Chapter 16: Organizational Culture

Organizational Culture

Why Do Some Organizations Have Different Cultures Than Others?

Culture Components

General Culture Types

Specific Culture Types

Culture Strength

Maintaining an Organizational Culture

Changing an Organizational Culture

Summary: Why Do Some Organizations Have Different Cultures Than Others?

How Important Is Organizational Culture?

Application: Managing Socialization

TAKEAWAYS

KEY TERMS

DISCUSSION QUESTIONS

CASE: MCDONALD’S

EXERCISE: UNIVERSITY CULTURE

ENDNOTES

Integrative Cases

Glossary/Subject Index

Name Index

Company Index

*La edición digital no incluye códigos de acceso a material adicional o programas mencionados en el libro.