Essentials of Organizational Behavior equips you with the theory, research, and skills you need to be an effective leader and manager in today's organisations. Author Terri A. Scandura utilizes a toolkit of real-life case studies, assessments, and exercises to teach you how organisational behaviour can improve performance at every level in the workplace. With an emphasis on developing critical thinking skills and applying research to real scenarios, this book is a must-have resource for any student looking to enter the professional workforce.
Structured around key aspects of organisational behaviour, the author explores individuals in organisations, managers as motivators, managers as relationship builders, cross-cultural differences, and managers as change agents. Alongside, `Leadership Implications' in each chapter help you understand how to use organisational behaviour concepts to become a more effective leader and act as motivator, relationship builder, and agent of change in your organisation.
An evidence-based approach introduces you to theories, models, and concepts that are validated by research, focusing on contemporary approaches that work
Chapter Toolkits include real-world Case Studies, Self-Assessments, and Exercises that allow you to practice applying organisational behaviour concepts to real organizations and your own life
An appendix on research designs explores different types of methods and how they are used in organisational behaviour.
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Section I: Organizational Behavior and Leadership Chapter 1: What is Organizational Behavior? Chapter Learning Objectives A Crisis of Leadership? What is Organizational Behavior? Evidence-Based Management What is Critical Thinking? The Scientific Method Outcome Variables in Organizational Behavior Levels of Analysis in Organizational Behavior How Organizational Behavior Can Increase Employee Performance Toward More Effective Organizational Leaders: Plan for this Textbook Leadership Implications: Thinking Critically Chapter 2: Leadership: Core Concepts Chapter Learning Objectives Have Leaders Lost their Followers' Trust? What is Leadership? Full Range Leadership Development Leader-Member Exchange (LMX) The Importance of Trust Power and Influence Organizational Politics and Political Skill Ethical Leadership Servant and Authentic Leadership Leadership Implications: Developing Relationships and Leading Ethically Section II: Understanding Individuals in Organizations Chapter 3: Individual Differences Chapter Learning Objectives The Right Stuff at the Wrong Time What is Personality? Psychological Capital Emotions and Moods at Work Neuroscience Diversity Generations at the Workplace Leading Diverse Followers Mindfulness Leadership Implications: Embracing Diversity Chapter 4: Attitudes and Job Satisfaction Chapter Learning Objectives Job Satisfaction: A Downward Trend What is an Attitude? Do Attitudes Matter? Job Satisfaction Job Search Attitudes Organizational Commitment Perceived Organizational Support Psychological Empowerment Leadership Implications: Creating Meaning at Work Chapter 5: Perception Chapter Learning Objectives Would you be Happier if You Were Richer? What is Perception? Understanding Why People Don't See Eye to Eye Attribution Theory The Romance of Leadership The Pygmalion Effect Employability: How Potential Employers Perceive You Leadership Implications: Leading Followers with Differing Perceptions Chapter 6: Individual Decision Making Chapter Learning Objectives The Importance of Decisions Decision Processes and Organizational Performance The Rational Decision-Making Model Prospect Theory Intuition Decision Traps Creative Problem Solving Leadership Implications: How Leaders Support Creativity Section III: Motivating Employees Chapter 7: Motivation: Core Concepts Chapter Learning Objectives Do You Have Grit? What is Motivation? Need Theories Goal Setting Job Characteristics Theory The Importance of Fairness Expectancy Theory Path-Goal Theory Leadership Implications: Leaders as Motivators Chapter 8: Motivation: Learning and Rewards Chapter Learning Objectives The Meaning of Money Reinforcement Theory Social Learning Theory Intrinsic vs. Extrinsic Rewards What Money Can and Cannot Do Performance Management Problems with Performance Reviews Feedback Seeking Leadership Implications: Motivating with Rewards Section IV: Building Relationships Chapter 9: Group Processes and Teams Chapter Learning Objectives Why Teams Matter: "The Orange Revolution" What is a Team? Team Purpose Team Development Team Effectiveness Cohesion Team Norms Team Mental Models Participation in Team Decisions Team Decision Making Methods Team Challenges Leadership Implications: Empowering the Team Chapter 10: Managing Conflict and Negotiation Chapter Learning Objectives What are CEOs Getting Coaching For? What is Conflict? Conflict Resolution Styles Team Conflict and Performance Third-Party Interventions Resolving Conflict Across Cultures Negotiation Leadership Implications: Perspective Taking Chapter 11: Organizational Communication Chapter Learning Objectives "Thin-Slicing" a Conversation What is Organizational Communication? Barriers to Effective Communication Communication Networks Electronic Communication Cross-Cultural Communication Nonverbal Communication Silence Leadership Implications: The Management of Meaning Chapter 12: Cross-Cultural Differences and Adjustments Chapter Learning Objectives Global Diversity: A Key Workforce Trend What is Culture? High-Context Versus Low-Context Cultures Hofstede's Cultural Values GLOBE Studies of Cross-Cultural Leadership Cultural Tightness-Looseness Developing Global Leaders Culture Shock Cross-Cultural Adjustment for Expatriates Leadership Implications: "Explain Before Blame" Section V: Creating Change Chapter 13: Stress in the Context of Organizational Change Chapter Learning Objectives "Road Warriors" What is Stress? Stress and Organizational Performance Stress and Organizational Change Sources of Work-Related Stress Stress Episode Stress is a Global Concern Coping Preventative Stress Management in Organizations Leadership Implications: Helping Employees Cope Chapter 14: Organizational Culture Chapter Learning Objectives When Elephants Learn to Dance What is Organizational Culture? National Culture and Organizational Culture Strong Organizational Cultures Socialization How Employees Learn Culture Organizational Climate Leadership Implications: Changing Organizational Culture Chapter 15: Leading Change Chapter Learning Objectives Helping Employees Embrace Change Forces Driving Organizational Change Planned Organizational Change Organizational Subsystems Involved in Planned Change Organizational Development Resistance to Change Leading Change Effective Change Implementation Leadership Implications: Creating Learning Organizations Appendix: Research Designs used in Organizational Behavior