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Loose Leaf Organizational Behavior: Improving Performance and Commitment in the Workplace 6th ed. [Kõva köide]

(Arizona State Univ Tempe), , (Univ of Georgia Athens)
  • Formaat: Hardback, 608 pages, kõrgus x laius x paksus: 272x213x20 mm, kaal: 1043 g
  • Ilmumisaeg: 03-Jan-2018
  • Kirjastus: McGraw-Hill Education
  • ISBN-10: 1260157911
  • ISBN-13: 9781260157918
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  • Formaat: Hardback, 608 pages, kõrgus x laius x paksus: 272x213x20 mm, kaal: 1043 g
  • Ilmumisaeg: 03-Jan-2018
  • Kirjastus: McGraw-Hill Education
  • ISBN-10: 1260157911
  • ISBN-13: 9781260157918
Organizational Behavior 6th edition by Colquitt, LePine, and Wesson continues to offer a novel approach using an integrative model and roadmap to illustrate how individual, team, leader, and organizational factors shape employee attitudes, and how those attitudes impact performance and commitment. This model reminds students where they are, where they've been, and where they're going. They include two unique chapters on job performance and organizational commitment. Those topics are critical to managers and students alike, and represent critical outcomes in OB. Each successive chapter then links back to those outcomes, illustrating why OB matters in today's organizations.
PART 1 INTRODUCTION TO ORGANIZATIONAL BEHAVIOR
3(88)
Chapter 1 What Is Organizational Behavior?
4(24)
What Is Organizational Behavior?
6(1)
Organizational Behavior Defined
6(1)
An Integrative Model of OB
7(2)
Dogs Organizational Behavior Matter?
9(1)
Building a Conceptual Argument
10(2)
Research Evidence
12(2)
So What's So Hard?
14(2)
How Do We "Know" What We Know About Organizational Behavior?
16(4)
Summary: Moving Forward in This Book
20(8)
Takeaways
23(1)
Key Terms
23(1)
Discussion Questions
23(1)
Case
24(1)
Exercise
25(1)
Endnotes
26(2)
Chapter 2 Job Performance
28(32)
Job Performance
30(1)
What Does It Mean to Be a "Good Performer"?
31(1)
Task Performance
31(4)
Citizenship Behavior
35(4)
Counterproductive Behavior
39(5)
Summary: What Does It Mean to Be a "Good Performer"?
44(1)
Trends Affecting Performance
45(1)
Knowledge Work
45(1)
Service Work
45(1)
Application: Performance Management
46(1)
Management by Objectives
46(1)
Behaviorally Anchored Rating Scales
47(1)
360-Degree Feedback
48(1)
Forced Ranking
48(1)
Social Networking Systems
49(11)
Takeaways
49(1)
Key Terms
50(1)
Discussion Questions
50(1)
Case
51(1)
Exercise
52(1)
Endnotes
52(8)
Chapter 3 Organizational Commitment
60(31)
Organizational Commitment
62(1)
What Does It Mean to Be "Committed"?
63(1)
Types of Commitment
63(6)
Withdrawal Behavior
69(6)
Summary: What Does It Mean to Be "Committed"?
75(1)
Trends That Affect Commitment
75(1)
Diversity of the Workforce
75(2)
The Changing Employee-Employer Relationship
77(2)
Application: Commitment Initiatives
79(12)
Takeaways
81(1)
Key Terms
82(1)
Discussion Questions
82(1)
Case
83(1)
Exercise
84(1)
Endnotes
85(6)
PART 2 INDIVIDUAL MECHANISMS
91(172)
Chapter 4 Job Satisfaction
92(32)
Job Satisfaction
94(1)
Why Are Some Employees More Satisfied Than Others?
94(1)
Value Fulfillment
94(4)
Satisfaction with the Work Itself
98(6)
Mood and Emotions
104(5)
Summary: Why Are Some Employees More Satisfied Than Others?
109(1)
How Important Is Job Satisfaction?
109(2)
Life Satisfaction
111(2)
Application: Tracking Satisfaction
113(11)
Takeaways
115(1)
Key Terms
116(1)
Discussion Questions
116(1)
Case
117(1)
Exercise
117(1)
Endnotes
118(6)
Chapter 5 Stress
124(36)
Stress
126(1)
Why Are Some Employees More "Stressed" Than Others?
127(1)
Types of Stressors
128(4)
How Do People Cope with Stressors?
132(3)
The Experience of Strain
135(2)
Accounting for Individuals in the Stress Process
137(2)
Summary: Why Are Some Employees More "Stressed" Than Others?
139(1)
How Important Is Stress?
140(3)
Application: Stress Management
143(1)
Assessment
143(1)
Reducing Stressors
143(2)
Providing Resources
145(1)
Reducing Strains
146(14)
Takeaways
149(1)
Key Terms
149(1)
Discussion Questions
150(1)
Case
150(1)
Exercise
151(1)
Endnotes
152(8)
Chapter 6 Motivation
160(34)
Motivation
162(2)
Why Are Some Employees More Motivated Than Others?
164(1)
Expectancy Theory
164(6)
Goal Setting Theory
170(3)
Equity Theory
173(4)
Psychological Empowerment
177(3)
Summary: Why Are Some Employees More Motivated Than Others?
180(1)
How Important Is Motivation?
180(2)
Application: Compensation Systems
182(12)
Takeaways
185(1)
Key Terms
185(1)
Discussion Questions
186(1)
Case
186(1)
Exercise
187(1)
Endnotes
188(6)
Chapter 7 Trust, Justice, and Ethics
194(38)
Trust, Justice, and Ethics
196(1)
Why Are Some Authorities More Trusted Than Others?
197(1)
Trust
197(6)
Justice
203(5)
Ethics
208(7)
Summary: Why Are Some Authorities More Trusted Than Others?
215(2)
How Important Is Trust?
217(2)
Application: Social Responsibility
219(13)
Takeaways
220(1)
Key Terms
220(1)
Discussion Questions
221(1)
Case
221(1)
Exercise
222(1)
Endnotes
223(9)
Chapter 8 Learning and Decision Making
232(31)
Learning and Decision Making
234(1)
Why Do Some Employees Learn to Make Decisions Better Than Others?
234(1)
Types of Knowledge
234(2)
Methods of Learning
236(5)
Methods of Decision Making
241(5)
Decision-Making Problems
246(5)
Summary: Why Do Some Employees Learn to Make Decisions Better Than Others?
251(2)
How Important Is Learning?
253(1)
Application: Training
254(9)
Takeaways
255(1)
Key Terms
255(1)
Discussion Questions
256(1)
Case
256(1)
Exercise
257(1)
Endnotes
258(5)
PART 3 INDIVIDUAL CHARACTERISTICS
263(72)
Chapter 9 Personality and Cultural Values
264(40)
Personality and Cultural Values
266(1)
How Can We Describe What Employees Are Like?
266(1)
The Big Five Taxonomy
266(13)
Other Taxonomies of Personality
279(1)
Cultural Values
280(3)
Summary: How Can We Describe What Employees Are Like'?
283(2)
How Important Are Personality and Cultural Values?
285(2)
Application: Personality Tests
287(17)
Takeaways
291(1)
Key Terms
292(1)
Discussion Questions
292(1)
Case
293(1)
Exercise
294(1)
Endnotes
294(10)
Chapter 10 Ability
304(31)
Ability
306(1)
What Does It Mean for an Employee to Be "Able"?
307(1)
Cognitive Ability
307(6)
Emotional Ability
313(5)
Physical Ability
318(2)
Summary: What Does It Mean for an Employee to Be "Able"?
320(1)
How Important Is Ability?
321(2)
Application: Selecting High Cognitive Ability Employees
323(12)
Takeaways
326(1)
Key Terms
326(1)
Discussion Questions
327(1)
Case
327(1)
Exercise
328(1)
Endnotes
329(6)
PART 4 GROUP MECHANISMS
335(144)
Chapter 11 Teams: Characteristics and Diversity
336(40)
Team Characteristics and Diversity
338(1)
What Characteristics Can Be Used to Describe Teams?
339(1)
Team Types
339(3)
Variations Within Team Types
342(3)
Team Interdependence
345(4)
Team Composition
349(8)
Summary: What Characteristics Can Be Used to Describe Teams?
357(1)
How Important Are Team Characteristics?
358(1)
Application: Team Compensation
359(17)
Takeaways
360(1)
Key Terms
360(1)
Discussion Questions
361(1)
Case
361(1)
Exercise
362(2)
Endnotes
364(12)
Chapter 12 Teams: Processes and Communication Team Processes and Communication
376(34)
Why Are Some Teams More Than the Sum of Their Parts?
376(2)
Taskwork Processes
378(6)
Teamwork Proceses
384(2)
Communication
386(3)
Team States
389(3)
Summary: Why Are Some Teams More Than the Sum of Their Parts?
392(1)
How Important Are Team Processes?
392(3)
Application: Training Teams
395(1)
Transportable Teamwork Competencies
395(1)
Cross-Training
396(1)
Team Process Training
396(1)
Team Building
397(13)
Takeaways
398(1)
Key Terms
398(1)
Discussion Questions
399(1)
Case
399(1)
Exercise
400(2)
Endnotes
402(8)
Chapter 13 Leadership: Power and Negotiation
410(32)
Leadership: Power and Negotiation
412(1)
Why Are Some Leaders More Powerful Than Others?
412(1)
Acquiring Power
412(4)
Using Influence
416(4)
Power and Influence in Action
420(6)
Negotiations
426(3)
Summary: Why Are Some Leaders More Powerful Than Others?
429(1)
How Important Are Power and Influence?
429(2)
Application: Alternative Dispute Resolution
431(11)
Takeaways
432(1)
Key Terms
433(1)
Discussion Questions
433(1)
Case
434(1)
Exercise
434(1)
Endnotes
435(7)
Chapter 14 Leadership: Styles and Behaviors
442(37)
Leadership: Styles and Behaviors
444(2)
Why Are Some Leaders More Effective Than Others?
446(1)
Leader Decision-Making Styles
447(5)
Day-to-Day Leadership Behaviors
452(4)
Transformational Leadership Behaviors
456(5)
Summary: Why Are Some Leaders More Effective Than Others?
461(3)
How Important Is Leadership?
464(2)
Application: Leadership Training
466(13)
Takeaways
467(1)
Key Terms
467(1)
Discussion Questions
468(1)
Case
468(1)
Exercise
469(1)
Endnotes
470(9)
PART 5 ORGANIZATIONAL MECHANISMS
479(70)
Chapter 15 Organizational Structure
480(28)
Organizational Structure
482(1)
Why Do Some Organizations Have Different Structures Than Others?
482(1)
Elements of Organizational Structure
483(6)
Organizational Design
489(2)
Common Organizational Forms
491(6)
Summary: Why Do Some Organizations Have Different Structures Than Others?
497(1)
How Important Is Structure?
498(2)
Application: Restructuring
500(8)
Takeaways
501(1)
Key Terms
501(1)
Discussion Questions
502(1)
Case
502(1)
Exercise
503(1)
Endnotes
504(4)
Chapter 16 Organizational Culture
508(41)
Organizational Culture
510(1)
Why Do Some Organizations Have Different Cultures Than Others?
510(1)
Culture Components
510(4)
General Culture Types
514(1)
Specific Culture Types
514(3)
Culture Strength
517(3)
Maintaining An Organizational Culture
520(3)
Changing An Organizational Culture
523(3)
Summary: Why Do Some Organizations Have Different Cultures Than Others?
526(1)
How Important Is Organizational Culture?
527(2)
Application: Managing Socialization
529(20)
Takeaways
531(1)
Key Terms
532(1)
Discussion Questions
532(1)
Case
532(1)
Exercise
533(1)
Endnotes
534(6)
Integrative Cases
540(9)
Glossary/Subject Index 549(19)
Name Index 568(15)
Company Index 583