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Organizational Behavior

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Organizational BehaviorIndex
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Table of contents
  1. Preface
  2. 1 Management and Organizational Behavior
    1. Introduction
    2. 1.1 The Nature of Work
    3. 1.2 The Changing Workplace
    4. 1.3 The Nature of Management
    5. 1.4 A Model of Organizational Behavior and Management
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Critical Thinking Case
  3. 2 Individual and Cultural Differences
    1. Introduction
    2. 2.1 Individual and Cultural Factors in Employee Performance
    3. 2.2 Employee Abilities and Skills
    4. 2.3 Personality: An Introduction
    5. 2.4 Personality and Work Behavior
    6. 2.5 Personality and Organization: A Basic Conflict?
    7. 2.6 Personal Values and Ethics
    8. 2.7 Cultural Differences
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  4. 3 Perception and Job Attitudes
    1. Introduction
    2. 3.1 The Perceptual Process
    3. 3.2 Barriers to Accurate Social Perception
    4. 3.3 Attributions: Interpreting the Causes of Behavior
    5. 3.4 Attitudes and Behavior
    6. 3.5 Work-Related Attitudes
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  5. 4 Learning and Reinforcement
    1. Introduction
    2. 4.1 Basic Models of Learning
    3. 4.2 Reinforcement and Behavioral Change
    4. 4.3 Behavior Modification in Organizations
    5. 4.4 Behavioral Self-Management
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  6. 5 Diversity in Organizations
    1. Introduction
    2. 5.1 An Introduction to Workplace Diversity
    3. 5.2 Diversity and the Workforce
    4. 5.3 Diversity and Its Impact on Companies
    5. 5.4 Challenges of Diversity
    6. 5.5 Key Diversity Theories
    7. 5.6 Benefits and Challenges of Workplace Diversity
    8. 5.7 Recommendations for Managing Diversity
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  7. 6 Perception and Managerial Decision Making
    1. Introduction
    2. 6.1 Overview of Managerial Decision-Making
    3. 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
    4. 6.3 Programmed and Nonprogrammed Decisions
    5. 6.4 Barriers to Effective Decision-Making
    6. 6.5 Improving the Quality of Decision-Making
    7. 6.6 Group Decision-Making
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  8. 7 Work Motivation for Performance
    1. Introduction
    2. 7.1 Motivation: Direction and Intensity
    3. 7.2 Content Theories of Motivation
    4. 7.3 Process Theories of Motivation
    5. 7.4 Recent Research on Motivation Theories
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  9. 8 Performance Appraisal and Rewards
    1. Introduction
    2. 8.1 Performance Appraisal Systems
    3. 8.2 Techniques of Performance Appraisal
    4. 8.3 Feedback
    5. 8.4 Reward Systems in Organizations
    6. 8.5 Individual and Group Incentive Plans
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  10. 9 Group and Intergroup Relations
    1. Introduction
    2. 9.1 Work Groups: Basic Considerations
    3. 9.2 Work Group Structure
    4. 9.3 Managing Effective Work Groups
    5. 9.4 Intergroup Behavior and Performance
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  11. 10 Understanding and Managing Work Teams
    1. Introduction
    2. 10.1 Teamwork in the Workplace
    3. 10.2 Team Development Over Time
    4. 10.3 Things to Consider When Managing Teams
    5. 10.4 Opportunities and Challenges to Team Building
    6. 10.5 Team Diversity
    7. 10.6 Multicultural Teams
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  12. 11 Communication
    1. Introduction
    2. 11.1 The Process of Managerial Communication
    3. 11.2 Types of Communications in Organizations
    4. 11.3 Factors Affecting Communications and the Roles of Managers
    5. 11.4 Managerial Communication and Corporate Reputation
    6. 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  13. 12 Leadership
    1. Introduction
    2. 12.1 The Nature of Leadership
    3. 12.2 The Leadership Process
    4. 12.3 Leader Emergence
    5. 12.4 The Trait Approach to Leadership
    6. 12.5 Behavioral Approaches to Leadership
    7. 12.6 Situational (Contingency) Approaches to Leadership
    8. 12.7 Substitutes for and Neutralizers of Leadership
    9. 12.8 Transformational, Visionary, and Charismatic Leadership
    10. 12.9 Leadership Needs in the 21st Century
    11. Key Terms
    12. Summary of Learning Outcomes
    13. Chapter Review Questions
    14. Management Skills Application Exercises
    15. Managerial Decision Exercises
    16. Critical Thinking Case
  14. 13 Organizational Power and Politics
    1. Introduction
    2. 13.1 Power in Interpersonal Relations
    3. 13.2 Uses of Power
    4. 13.3 Political Behavior in Organizations
    5. 13.4 Limiting the Influence of Political Behavior
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  15. 14 Conflict and Negotiations
    1. Introduction
    2. 14.1 Conflict in Organizations: Basic Considerations
    3. 14.2 Causes of Conflict in Organizations
    4. 14.3 Resolving Conflict in Organizations
    5. 14.4 Negotiation Behavior
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  16. 15 External and Internal Organizational Environments and Corporate Culture
    1. Introduction
    2. 15.1 The Organization's External Environment
    3. 15.2 External Environments and Industries
    4. 15.3 Organizational Designs and Structures
    5. 15.4 The Internal Organization and External Environments
    6. 15.5 Corporate Cultures
    7. 15.6 Organizing for Change in the 21st Century
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  17. 16 Organizational Structure and Change
    1. Introduction
    2. 16.1 Organizational Structures and Design
    3. 16.2 Organizational Change
    4. 16.3 Managing Change
    5. Key Terms
    6. Summary of Learning Outcomes
    7. Chapter Review Questions
    8. Management Skills Application Exercises
    9. Managerial Decision Exercises
    10. Critical Thinking Case
  18. 17 Human Resource Management
    1. Introduction
    2. 17.1 An Introduction to Human Resource Management
    3. 17.2 Human Resource Management and Compliance
    4. 17.3 Performance Management
    5. 17.4 Influencing Employee Performance and Motivation
    6. 17.5 Building an Organization for the Future
    7. 17.6 Talent Development and Succession Planning
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  19. 18 Stress and Well Being
    1. Introduction
    2. 18.1 Problems of Work Adjustment
    3. 18.2 Organizational Influences on Stress
    4. 18.3 Buffering Effects of Work related Stress
    5. 18.4 Coping with Work related Stress
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Critical Thinking Case
  20. 19 Entrepreneurship
    1. Introduction
    2. 19.1 Overview of Entrepreneurship
    3. 19.2 Characteristics of Successful Entrepreneurs
    4. 19.3 Business Model Canvas
    5. 19.4 New Venture Financing
    6. 19.5 Design Thinking
    7. 19.6 Optimal Support for Entrepreneurship
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  21. A | Scientific Method in Organizational Research
  22. B | Scoring Keys for Self-Assessment Exercises
  23. References
  24. Index
Symbols
360 assessment 17.6 Talent Development and Succession Planning
9-box 17.6 Talent Development and Succession Planning
A
Ability 7.1 Motivation: Direction and Intensity
abundance-based change 16.3 Managing Change
Access discrimination 5.4 Challenges of Diversity
access-and-legitimacy perspective 5.6 Benefits and Challenges of Workplace Diversity
adaptation 10.6 Multicultural Teams
Adhocracy Culture 15.5 Corporate Cultures
administrative orbiting 14.3 Resolving Conflict in Organizations
affect 3.4 Attitudes and Behavior
Affective conflict 14.1 Conflict in Organizations: Basic Considerations
Age discrimination 5.4 Challenges of Diversity
Age Discrimination in Employment Act (ADEA) 5.4 Challenges of Diversity
alienation 1.1 The Nature of Work
Americans with Disabilities Act (ADA) 5.4 Challenges of Diversity
anxiety 18.1 Problems of Work Adjustment
appreciative conversations 16.3 Managing Change
Appreciative Inquiry (AI) model 16.3 Managing Change
assertiveness 14.2 Causes of Conflict in Organizations
assessment center 8.2 Techniques of Performance Appraisal
attitude 3.4 Attitudes and Behavior
attribution biases 3.3 Attributions: Interpreting the Causes of Behavior
attribution theory 3.3 Attributions: Interpreting the Causes of Behavior
Authoritarianism 2.4 Personality and Work Behavior
authority 13.1 Power in Interpersonal Relations
avoidance learning 4.2 Reinforcement and Behavioral Change, 7.3 Process Theories of Motivation
B
bases of power 13.1 Power in Interpersonal Relations
basic incongruity thesis 2.5 Personality and Organization: A Basic Conflict?
BATNA 14.4 Negotiation Behavior
behavior modification 4.3 Behavior Modification in Organizations
Behavioral conflict 14.1 Conflict in Organizations: Basic Considerations
behavioral criteria 4.3 Behavior Modification in Organizations
behavioral dilemmas 4.4 Behavioral Self-Management
behavioral justification 3.4 Attitudes and Behavior
behavioral observation scale 8.2 Techniques of Performance Appraisal
behavioral self-management 4.3 Behavior Modification in Organizations
behaviorally anchored rating scale 8.2 Techniques of Performance Appraisal
body language 3.1 The Perceptual Process
boundaries 10.3 Things to Consider When Managing Teams
boundary conditions 16.3 Managing Change
Bounded rationality 6.4 Barriers to Effective Decision-Making
Brainstorming 6.6 Group Decision-Making
bureaucratic gamesmanship 13.2 Uses of Power
bureaucratic model 16.1 Organizational Structures and Design
Burnout 18.3 Buffering Effects of Work related Stress
C
central tendency error 8.1 Performance Appraisal Systems
centralization 16.1 Organizational Structures and Design
change agents 16.3 Managing Change
Change management 16.3 Managing Change
character assassination 14.3 Resolving Conflict in Organizations
charisma 12.8 Transformational, Visionary, and Charismatic Leadership
charismatic leaders 12.8 Transformational, Visionary, and Charismatic Leadership
Clan Culture 15.5 Corporate Cultures
Classical conditioning 4.1 Basic Models of Learning
coalitions 13.2 Uses of Power
Coercive power 13.1 Power in Interpersonal Relations
Cognitive complexity 2.2 Employee Abilities and Skills, 10.6 Multicultural Teams
Cognitive conflict 14.1 Conflict in Organizations: Basic Considerations
cognitive consistency 3.4 Attitudes and Behavior
cognitive dissonance 3.4 Attitudes and Behavior
cognitive diversity hypothesis 5.5 Key Diversity Theories
Collaboration 10.1 Teamwork in the Workplace
command group 9.1 Work Groups: Basic Considerations
Command-and-control 16.1 Organizational Structures and Design
communicator 11.1 The Process of Managerial Communication
Competencies 17.6 Talent Development and Succession Planning
Competing Values Framework 15.5 Corporate Cultures
complex adaptive systems (CAS) 16.3 Managing Change
complex-stable environment 15.2 External Environments and Industries
complex-unstable environment 15.2 External Environments and Industries
conditioned response 4.1 Basic Models of Learning
confirmation bias 6.4 Barriers to Effective Decision-Making
conflict 14.1 Conflict in Organizations: Basic Considerations
Consideration 12.5 Behavioral Approaches to Leadership
constructive confrontation 14.1 Conflict in Organizations: Basic Considerations
content motivation theories 7.1 Motivation: Direction and Intensity
contingency theory of leadership. 12.6 Situational (Contingency) Approaches to Leadership
continuous reinforcement 4.2 Reinforcement and Behavioral Change
conventional mindset 16.3 Managing Change
cooperativeness 14.2 Causes of Conflict in Organizations
corporate culture 15.5 Corporate Cultures
counterpower 13.1 Power in Interpersonal Relations
covert discrimination 5.4 Challenges of Diversity
Creativity 6.5 Improving the Quality of Decision-Making
critical incident technique 8.2 Techniques of Performance Appraisal
critical thinking 6.5 Improving the Quality of Decision-Making
cultural intelligence 10.6 Multicultural Teams
culture 2.7 Cultural Differences
culture change 16.2 Organizational Change
D
Decision-making 6.1 Overview of Managerial Decision-Making
decoding 11.1 The Process of Managerial Communication
decoupling 9.4 Intergroup Behavior and Performance
Deep-level diversity 5.1 An Introduction to Workplace Diversity
deficit-based change 16.3 Managing Change
dependability 2.4 Personality and Work Behavior
designated leader 12.3 Leader Emergence
devil’s advocate 6.6 Group Decision-Making
differentiation 16.2 Organizational Change
Direction 7.1 Motivation: Direction and Intensity
Disability discrimination 5.4 Challenges of Diversity
discrimination-and-fairness perspective 5.6 Benefits and Challenges of Workplace Diversity
dispositional approach 3.4 Attitudes and Behavior
distributive bargaining 14.4 Negotiation Behavior
distributive justice 8.4 Reward Systems in Organizations
disturbances 16.3 Managing Change
Diversified mentoring relationships 5.7 Recommendations for Managing Diversity
Diversity 5.1 An Introduction to Workplace Diversity
Divisional structures 15.3 Organizational Designs and Structures
Dogmatism 2.4 Personality and Work Behavior
domain 15.4 The Internal Organization and External Environments
drive 4.1 Basic Models of Learning
due process nonaction 14.3 Resolving Conflict in Organizations
E
effort-performance expectancy 7.3 Process Theories of Motivation
Emergent leaders 12.3 Leader Emergence
emergent or bottom-up approach 16.3 Managing Change
Emotional intelligence 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems, 10.1 Teamwork in the Workplace
employee life cycle 17.1 An Introduction to Human Resource Management
employer-employee relationship 17.2 Human Resource Management and Compliance
encoding 11.1 The Process of Managerial Communication
entrepreneurship 16.2 Organizational Change
Equal Employment Opportunity Commission 5.4 Challenges of Diversity
Equal Pay Act of 1963 5.4 Challenges of Diversity
Equity theory 7.3 Process Theories of Motivation
ERG theory 7.2 Content Theories of Motivation
Escalation of commitment 6.4 Barriers to Effective Decision-Making
ethics 1.2 The Changing Workplace, 2.6 Personal Values and Ethics
Eustress 18.4 Coping with Work related Stress
Evidence-based decision-making 6.5 Improving the Quality of Decision-Making
Executive managers 1.3 The Nature of Management
exit 10.6 Multicultural Teams
Expectancy theory 7.3 Process Theories of Motivation
Expert power 13.1 Power in Interpersonal Relations
extinction 4.2 Reinforcement and Behavioral Change, 7.3 Process Theories of Motivation
extrinsic 7.3 Process Theories of Motivation
extrinsic motivation 7.2 Content Theories of Motivation
Extrinsic rewards 8.4 Reward Systems in Organizations
extroversion 2.4 Personality and Work Behavior
F
Family and Medical Leave Act (FMLA) 5.4 Challenges of Diversity
figurehead role 11.3 Factors Affecting Communications and the Roles of Managers
first-line management 1.3 The Nature of Management
flat organization 16.1 Organizational Structures and Design
Flexible Benefits Systems 8.5 Individual and Group Incentive Plans
Formal groups 9.1 Work Groups: Basic Considerations
formal leader 12.3 Leader Emergence
formal organization 16.1 Organizational Structures and Design
formalization 16.1 Organizational Structures and Design
Forming 10.2 Team Development Over Time
friendship groups 9.1 Work Groups: Basic Considerations
frustration 14.2 Causes of Conflict in Organizations, 18.1 Problems of Work Adjustment
functional structure 15.3 Organizational Designs and Structures
fundamental attribution error 3.3 Attributions: Interpreting the Causes of Behavior
G
gain sharing 8.5 Individual and Group Incentive Plans
general adaptation syndrome 18.1 Problems of Work Adjustment
geographic structure 15.3 Organizational Designs and Structures
Geographic structures 16.1 Organizational Structures and Design
glass ceiling 5.2 Diversity and the Workforce
Goal commitment 7.3 Process Theories of Motivation
Goal conflict 14.1 Conflict in Organizations: Basic Considerations
Goal theory 7.3 Process Theories of Motivation
Government and political forces 15.1 The Organization's External Environment
graphic rating scale 8.2 Techniques of Performance Appraisal
great man theory of leadership 12.4 The Trait Approach to Leadership
ground rules 10.1 Teamwork in the Workplace
group 9.1 Work Groups: Basic Considerations
group cohesiveness 9.2 Work Group Structure
Group-level change 16.2 Organizational Change
groupthink 5.3 Diversity and Its Impact on Companies, 6.6 Group Decision-Making
H
habit 4.1 Basic Models of Learning
halo effect 3.1 The Perceptual Process, 8.1 Performance Appraisal Systems
Harassment 5.4 Challenges of Diversity
Hardiness 18.3 Buffering Effects of Work related Stress
head, body, 10.6 Multicultural Teams
health promotion programs 18.4 Coping with Work related Stress
heart 10.6 Multicultural Teams
Hedonism, 7.2 Content Theories of Motivation
heuristics 6.3 Programmed and Nonprogrammed Decisions
Hidden diversity 5.1 An Introduction to Workplace Diversity
Hierarchy Culture 15.5 Corporate Cultures
highly structured interviews 5.7 Recommendations for Managing Diversity
horizontal organizational design 15.3 Organizational Designs and Structures
horizontal organizational structure 16.1 Organizational Structures and Design
Human capital 17.1 An Introduction to Human Resource Management
Human resource management 17.1 An Introduction to Human Resource Management
Human resources compliance 17.2 Human Resource Management and Compliance
Hygienes 7.2 Content Theories of Motivation
I
identity groups 5.1 An Introduction to Workplace Diversity
Inclusion 5.1 An Introduction to Workplace Diversity
Incremental change 16.2 Organizational Change
individual development plans 17.6 Talent Development and Succession Planning
Individual-level change 16.2 Organizational Change
industrial competitiveness 1.2 The Changing Workplace
informal groups 9.1 Work Groups: Basic Considerations
informal leader 12.3 Leader Emergence
informal organization 16.1 Organizational Structures and Design
information flow 9.4 Intergroup Behavior and Performance
Initiating structure 12.5 Behavioral Approaches to Leadership
Inputs 7.3 Process Theories of Motivation
Instincts 7.2 Content Theories of Motivation
Instrumental values 2.6 Personal Values and Ethics
integration-and-learning perspective 5.6 Benefits and Challenges of Workplace Diversity
integrative bargaining 14.4 Negotiation Behavior
Intensity 7.1 Motivation: Direction and Intensity
Intentionality 16.2 Organizational Change
interaction attentiveness 11.2 Types of Communications in Organizations
interaction involvement 11.2 Types of Communications in Organizations
interaction process analysis 9.2 Work Group Structure
interest groups 9.1 Work Groups: Basic Considerations
Intergroup conflict 14.1 Conflict in Organizations: Basic Considerations
internal dimensions of an organization 15.5 Corporate Cultures
internal dimensions of organization 15.5 Corporate Cultures
interorganizational conflict 14.1 Conflict in Organizations: Basic Considerations
interpersonal conflict 14.1 Conflict in Organizations: Basic Considerations
Intrapersonal conflict 14.1 Conflict in Organizations: Basic Considerations
intrinsic 7.3 Process Theories of Motivation
intrinsic motivation 7.2 Content Theories of Motivation, 8.4 Reward Systems in Organizations
intrinsic rewards 8.4 Reward Systems in Organizations
introversion 2.4 Personality and Work Behavior
invisible social identities 5.1 An Introduction to Workplace Diversity
J
Job involvement 3.5 Work-Related Attitudes
Job satisfaction 3.5 Work-Related Attitudes
jurisdictional ambiguities 14.2 Causes of Conflict in Organizations
justification-suppression model 5.5 Key Diversity Theories, 5.5 Key Diversity Theories
K
knowledge economy 10.1 Teamwork in the Workplace
Kotter’s change model 16.3 Managing Change
L
latent need 7.2 Content Theories of Motivation
law of effect 4.1 Basic Models of Learning
Leadership 12.1 The Nature of Leadership, 13.1 Power in Interpersonal Relations
least-preferred coworker (LPC), 12.6 Situational (Contingency) Approaches to Leadership
Legitimate power 13.1 Power in Interpersonal Relations
leniency error 8.1 Performance Appraisal Systems
level of change 16.2 Organizational Change
Lewin’s change model 16.3 Managing Change
linking role 9.4 Intergroup Behavior and Performance
Locus of control 2.4 Personality and Work Behavior, 18.2 Organizational Influences on Stress
long-range planning 1.3 The Nature of Management
lump-sum pay increase 8.5 Individual and Group Incentive Plans
M
macro-organizational behavior 1.4 A Model of Organizational Behavior and Management
managed change 16.1 Organizational Structures and Design
Management 1.3 The Nature of Management
management by objectives 8.2 Techniques of Performance Appraisal
Managerial intervention 10.6 Multicultural Teams
managing diversity 5.1 An Introduction to Workplace Diversity
manifest need 7.2 Content Theories of Motivation
Manifest needs theory 7.2 Content Theories of Motivation
Market Culture 15.5 Corporate Cultures
matrix structure 16.1 Organizational Structures and Design
Matrix structures 15.3 Organizational Designs and Structures
McKinsey 7-S model 15.4 The Internal Organization and External Environments
mechanistic bureaucratic structure 16.1 Organizational Structures and Design
Mechanistic organizational structures 15.3 Organizational Designs and Structures
Mental abilities 2.2 Employee Abilities and Skills
merit matrix 17.4 Influencing Employee Performance and Motivation
Micro-organizational behavior 1.4 A Model of Organizational Behavior and Management
middle management 1.3 The Nature of Management
Mining 10.4 Opportunities and Challenges to Team Building
model minority myth 5.2 Diversity and the Workforce
Motivation 7.1 Motivation: Direction and Intensity
Motivators 7.2 Content Theories of Motivation
motive 7.2 Content Theories of Motivation
N
National origin discrimination 5.4 Challenges of Diversity
Natural disaster and human induced environmental problems 15.1 The Organization's External Environment
need 7.2 Content Theories of Motivation
need for achievement (nAch) 7.2 Content Theories of Motivation
need for affiliation (nAff) 7.2 Content Theories of Motivation
need for power (nPow) 7.2 Content Theories of Motivation
negative reinforcement 7.3 Process Theories of Motivation
negotiation 14.3 Resolving Conflict in Organizations
Networked team structures 15.3 Organizational Designs and Structures
noise 11.1 The Process of Managerial Communication
nonprogrammed decisions 6.3 Programmed and Nonprogrammed Decisions
nonreinforcement 7.3 Process Theories of Motivation
normative power 13.1 Power in Interpersonal Relations
Norming 10.2 Team Development Over Time
norms 9.1 Work Groups: Basic Considerations
O
OD consultant 16.3 Managing Change
operant conditioning 4.1 Basic Models of Learning, 7.3 Process Theories of Motivation
operant conditioning theory 7.3 Process Theories of Motivation
organic bureaucratic structure 16.1 Organizational Structures and Design
Organic organizational structures 15.3 Organizational Designs and Structures
organization design 1.4 A Model of Organizational Behavior and Management
organization theory 1.4 A Model of Organizational Behavior and Management
Organization-level change 16.2 Organizational Change
organizational behavior 1.4 A Model of Organizational Behavior and Management
organizational change 16.1 Organizational Structures and Design
Organizational commitment 3.5 Work-Related Attitudes
organizational design 16.1 Organizational Structures and Design
organizational development (OD) 16.1 Organizational Structures and Design, 16.3 Managing Change
organizational processes 1.4 A Model of Organizational Behavior and Management
organizational structure 16.1 Organizational Structures and Design
organizational structures 15.3 Organizational Designs and Structures
Outcomes 7.3 Process Theories of Motivation
overreward inequity 7.3 Process Theories of Motivation
P
Paradox 10.3 Things to Consider When Managing Teams
partial reinforcement 4.2 Reinforcement and Behavioral Change
participative pay decisions 8.5 Individual and Group Incentive Plans
Participatory management 16.3 Managing Change
path-goal theory of leadership 12.6 Situational (Contingency) Approaches to Leadership
pay-for-performance 17.3 Performance Management
perception 3.1 The Perceptual Process
perceptual defense 3.2 Barriers to Accurate Social Perception
perceptual organization 3.1 The Perceptual Process
perceptual selectivity 3.1 The Perceptual Process
Performance appraisals 8.1 Performance Appraisal Systems
performance audit 4.3 Behavior Modification in Organizations
performance environment 7.1 Motivation: Direction and Intensity
Performance management 17.3 Performance Management
performance-outcome expectancy 7.3 Process Theories of Motivation
Performing 10.2 Team Development Over Time
personal control 18.2 Organizational Influences on Stress
Personal values 2.6 Personal Values and Ethics
personality 2.3 Personality: An Introduction
physical abilities 2.2 Employee Abilities and Skills
Planned change 16.2 Organizational Change
Politics 13 Summary of Learning Outcomes
Pooled interdependence 9.4 Intergroup Behavior and Performance
positive or appreciative mindset 16.3 Managing Change
Positive reinforcement 4.2 Reinforcement and Behavioral Change, 7.3 Process Theories of Motivation
power 13.1 Power in Interpersonal Relations
power dependencies 13.1 Power in Interpersonal Relations
Pregnancy discrimination 5.4 Challenges of Diversity
Pregnancy Discrimination Act (PDA) 5.4 Challenges of Diversity
primary needs 7.2 Content Theories of Motivation
Process conflict, 6.4 Barriers to Effective Decision-Making
Process motivation theories 7.1 Motivation: Direction and Intensity
Product structures 16.1 Organizational Structures and Design
Programmed decisions 6.3 Programmed and Nonprogrammed Decisions
psychomotor abilities 2.2 Employee Abilities and Skills
Punishment 4.2 Reinforcement and Behavioral Change, 7.3 Process Theories of Motivation
R
Race/color discrimination 5.4 Challenges of Diversity
rate of life change 18.2 Organizational Influences on Stress
reactive system 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
Real-time permission 10.4 Opportunities and Challenges to Team Building
receiver 11.1 The Process of Managerial Communication
recency error 8.1 Performance Appraisal Systems
reciprocal determinism 4.1 Basic Models of Learning
Reciprocal interdependence 9.4 Intergroup Behavior and Performance
referent others 7.3 Process Theories of Motivation
referent power 13.1 Power in Interpersonal Relations
reflective system 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
reinforcement 4.2 Reinforcement and Behavioral Change, 7.3 Process Theories of Motivation
Relationship conflict 6.4 Barriers to Effective Decision-Making
reliability 8.1 Performance Appraisal Systems
Religious discrimination 5.4 Challenges of Diversity
resistance price 14.4 Negotiation Behavior
resource dependence 13.3 Political Behavior in Organizations
resource-based view 5.3 Diversity and Its Impact on Companies
response disposition 3.1 The Perceptual Process
response salience 3.1 The Perceptual Process
revealing 5.2 Diversity and the Workforce
Reverse discrimination 5.4 Challenges of Diversity
Reward power 13.1 Power in Interpersonal Relations
role ambiguity 9.2 Work Group Structure, 18.2 Organizational Influences on Stress
role conflict 9.2 Work Group Structure, 18.2 Organizational Influences on Stress
role episode 9.2 Work Group Structure
role overload 9.2 Work Group Structure, 18.2 Organizational Influences on Stress
role perceptions 7.1 Motivation: Direction and Intensity
role set 9.2 Work Group Structure
role underutilization 18.2 Organizational Influences on Stress
S
satisficing 6.5 Improving the Quality of Decision-Making
schedules of reinforcement 7.3 Process Theories of Motivation
Schema theory 5.5 Key Diversity Theories
scope of change 16.2 Organizational Change
secondary needs 7.2 Content Theories of Motivation
Selective perception 3.2 Barriers to Accurate Social Perception
Self-determination theory (SDT) 7.2 Content Theories of Motivation
Self-efficacy 7.3 Process Theories of Motivation
Self-esteem 2.4 Personality and Work Behavior
self-regulation 4.4 Behavioral Self-Management
self-reinforcement 4.4 Behavioral Self-Management
self-serving bias 3.3 Attributions: Interpreting the Causes of Behavior
self-talk 4.4 Behavioral Self-Management
Sequential interdependence 9.4 Intergroup Behavior and Performance
Sex-based discrimination 5.4 Challenges of Diversity
sexual harassment 5.2 Diversity and the Workforce, 5.4 Challenges of Diversity
shaping 4.3 Behavior Modification in Organizations
similarity-attraction paradigm 5.5 Key Diversity Theories
simple-stable environment 15.2 External Environments and Industries
simple-unstable environment 15.2 External Environments and Industries
situational approach 3.4 Attitudes and Behavior
Skills-based incentives 8 Summary of Learning Outcomes
social identity theory 5.5 Key Diversity Theories
Social learning theory 4.1 Basic Models of Learning
social loafing 9.2 Work Group Structure
social perception 3.1 The Perceptual Process
Social support 18.3 Buffering Effects of Work related Stress
social-information-processing approach 3.4 Attitudes and Behavior
Society of Human Resource Management (SHRM) 17.2 Human Resource Management and Compliance
Sociocultural environmental forces 15.1 The Organization's External Environment
span of control 16.1 Organizational Structures and Design
specialization 16.1 Organizational Structures and Design
stakeholders 6.1 Overview of Managerial Decision-Making
state of equity 7.3 Process Theories of Motivation
status incongruence 9.2 Work Group Structure
status inconsistencies 14.2 Causes of Conflict in Organizations
Status systems 9.2 Work Group Structure
Stereotypes 5.5 Key Diversity Theories
stereotyping 3.2 Barriers to Accurate Social Perception
Storming 10.2 Team Development Over Time
strain 18.1 Problems of Work Adjustment
strategic change 16.2 Organizational Change
strategic contingencies 13.3 Political Behavior in Organizations
Strategic human resources management (SHRM) 5.3 Diversity and Its Impact on Companies
stress 18.1 Problems of Work Adjustment
strictness error 8.1 Performance Appraisal Systems
structural change 16.2 Organizational Change
structural intervention 10.6 Multicultural Teams
succession planning 17.6 Talent Development and Succession Planning
suppression of dissent 6.6 Group Decision-Making
Surface-level diversity 5.1 An Introduction to Workplace Diversity
symbolic coding 4.4 Behavioral Self-Management
T
Talent acquisition 17.5 Building an Organization for the Future
Talent development 17.6 Talent Development and Succession Planning
talent review calibration process 17.6 Talent Development and Succession Planning
task force 9.4 Intergroup Behavior and Performance
task group 9.1 Work Groups: Basic Considerations
task interdependencies 14.2 Causes of Conflict in Organizations
task uncertainty 9.4 Intergroup Behavior and Performance
technological change 16.2 Organizational Change
Technological forces 15.1 The Organization's External Environment
technology 1.2 The Changing Workplace
Terminal values 2.6 Personal Values and Ethics
theory 1.4 A Model of Organizational Behavior and Management
third-party consultation 14.3 Resolving Conflict in Organizations
tolerance for ambiguity 18.2 Organizational Influences on Stress
Top-down change 16.3 Managing Change
total rewards strategy 17.4 Influencing Employee Performance and Motivation
training, stretch assignments, individual assessments, 17.6 Talent Development and Succession Planning
transformational change 16.2 Organizational Change
transformational leader 12.8 Transformational, Visionary, and Charismatic Leadership
Treatment discrimination 5.4 Challenges of Diversity
Type A personality 18.2 Organizational Influences on Stress
U
unconditioned response 4.1 Basic Models of Learning
underreward inequity 7.3 Process Theories of Motivation
unplanned change 16.2 Organizational Change
Utilitarian power 13.1 Power in Interpersonal Relations
V
Valences 7.3 Process Theories of Motivation
Validity 8.1 Performance Appraisal Systems
vertical organizational structure 16.1 Organizational Structures and Design
Vicarious learning 4.1 Basic Models of Learning
Virtual structures and organizations 15.3 Organizational Designs and Structures
Visionary leaders 12.8 Transformational, Visionary, and Charismatic Leadership
W
war for talent 17.5 Building an Organization for the Future
work 1.1 The Nature of Work
work centrality 13.3 Political Behavior in Organizations
work ethic 2.6 Personal Values and Ethics
work motivation 7.1 Motivation: Direction and Intensity
work role 9.2 Work Group Structure
work technology 9.3 Managing Effective Work Groups
work to rule 13.2 Uses of Power
work visa 5.2 Diversity and the Workforce
workflow immediacy 13.3 Political Behavior in Organizations
workflow pervasiveness 13.3 Political Behavior in Organizations
working group 10.1 Teamwork in the Workplace
Workplace discrimination 5.4 Challenges of Diversity
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