Organizational Behaviour Concepts Controversies Applications 7th Edition by Nancy Langton, Stephen P Robbins, Timothy A Judge ISBN 0134048903 9780134048901

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ISBN 10: 0134048903 
ISBN 13: 9780134048901
Author: Nancy Langton, Stephen P Robbins, Timothy A Judge

Organizational Behaviour Concepts Controversies Applications 7th Table of contents:

PART 1 Introduction
CHAPTER 1 What is organisational behaviour?
Introduction
1.1 What is organisational behaviour?
Why do organisations exist?
Organisations as open and closed systems
1.2 Managers in organisations
What is an effective manager?
Managing task performance
Human resource maintenance
The management process
1.3 Contemporary themes in organisational behaviour
Globalisation
The changing nature of work
The changing nature of the workforce
The changing nature of employer–employee relations
Ethics and values
1.4 Why study organisational behaviour?
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
PART 2 Managing individual behaviour and performance
CHAPTER 2 Individual attributes and their effects on job performance
Introduction
2.1 Individual performance factors
Individual attributes
Work effort
Organisational support
2.2 Demographic differences among individuals
2.3 Competency differences among individuals
Cognitive abilities
Physical abilities
Emotional competence
2.4 Personality differences among individuals
Personality determinants
Personality traits
2.5 Individual differences and workplace diversity
2.6 Values
Sources and types of values
Patterns and trends in values
2.7 Attitudes
Components of attitudes
Attitudes and cognitive consistency
Job satisfaction as an attitude
2.8 Job satisfaction and workplace behaviour
Job satisfaction, absenteeism and turnover
The link between job satisfaction and overall job performance
2.9 Perception and the perceptual process
Factors influencing the perceptual process
Stereotyping
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 3 Motivation and empowerment
Introduction
3.1 Motivating and empowering the workforce
Contemporary issues affecting motivation and empowerment
The work motivation challenge
3.2 Content and process motivation theories
3.3 Content theories
Maslow’s hierarchy of needs theory
Maslow: the research
Alderfer’s ERG theory
McClelland’s acquired needs theory
Herzberg’s two-factor theory
3.4 Process theories
Equity theory
Expectancy theory
3.5 Integrating content and process motivation theories
3.6 Other perspectives on motivation
3.7 Empowerment
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 4 Learning, reinforcement and self-management
Introduction
4.1 Learning as a modification of work behaviour
Classical conditioning
Operant conditioning
Cognitive learning
Social learning
4.2 Reinforcement as a strategy to modify work behaviour
Positive reinforcement
Incentives modify behaviour … but not always in the way we hope!
Negative reinforcement (avoidance)
Punishment
Extinction
Organisational behaviour modification strategies — a summary
Reinforcement perspectives: using rewards carefully
Reinforcement perspectives: do incentives actually work?
4.3 Social learning theory and behavioural self-management
4.4 Managing pay as an extrinsic reward
Multiple meanings of pay
Merit pay
Creative pay practices
4.5 The learning organisation
The teaching organisation
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 5 Job design, goal setting and flexible work arrangements
Introduction
5.1 Intrinsic motivation
5.2 Job design
Job simplification
Job enlargement
Job rotation
Job enrichment
5.3 The job characteristics model
Individual differences: moderators of the job characteristics model
Testing and the motivating potential score
The research
Socio-technical job design
Social information and job design
Multiskilling
5.4 Goal-setting theory
Goal setting: follow-up research
Goal setting and MBO
Key performance indicators
5.5 Flexible work arrangements
Major drivers of changing work arrangements
Types of flexible work arrangements
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
PART 3 Managing group dynamics and team performance
CHAPTER 6 Groups and group dynamics
Introduction
6.1 What is a group?
Types of groups in organisations
6.2 Purposes of groups in organisations
6.3 Managing groups for effectiveness
Task performance and group maintenance
Group effectiveness
Groups as open systems
6.4 Inputs into the group process
Organisational setting
Nature of the group task
General membership characteristics
Group size
6.5 Group processes and group dynamics
Stages of group development
Required and emergent behaviours
Group norms and roles
Emotions in groups
Group communication and decision making
6.6 Outputs of the group process — task performance and group maintenance
Group task performance
Group maintenance
6.7 Intergroup dynamics
Work flow interdependency and intergroup relations
Other factors affecting intergroup relations
Dynamics of intergroup competition
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 7 Teamwork and team building
Introduction
7.1 What are teams?
Groups versus teams
7.2 Teams and their effectiveness
Effective teams
7.3 Foundations of the team-building process
Team-building goals
Effective team leadership
Effective team facilitators
Teamwork activities and training
Experiential activities
Timing and location of teamwork activities
7.4 Team performance and cohesiveness
Team norms
Team roles and role dynamics
Team cohesiveness
7.5 Types of workplace teams
Employee involvement teams
Problem-solving teams
Self-managing teams (SMTs)
Virtual teams
7.6 Future challenges for work teams
Empowerment through new technology
Trust
Accountability
Diversity
Team leadership
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
PART 4 Managing organisational processes and performance
CHAPTER 8 Organisational structure and design
Introduction
8.1 Organisational structure and design
8.2 Factors influencing organisational design
Scale
Technology
Environment
Strategy
8.3 Organisational goals, control and coordination
Organisational goals
Control
Coordination
8.4 Vertical specialisation
Unity of command and span of control
8.5 Horizontal specialisation
Departmentalisation by function
Departmentalisation by division, geography and customer
Departmentalisation by matrix
Mixed forms of departmentalisation
8.6 Emerging forms of organisational design and workforce implications
The simple design
The bureaucracy
Divisionalised organisations
The conglomerate
The core–ring organisation
The adhocracy
Other structural arrangements
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 9 Organisational culture
Introduction
9.1 The concept of organisational culture
Understanding the connections between organisational and national cultures
9.2 Levels of cultural analysis
Subcultures and countercultures
Imported subcultures and cultural diversity
9.3 Observable aspects of organisational culture
Stories, rites, rituals and symbols
Cultural rules and roles
9.4 Values and organisational culture
Linking actions and values
9.5 Common assumptions and organisational culture
Common assumptions and management philosophy
9.6 What do organisational culture researchers investigate?
9.7 Different perspectives on organisational culture
The integration perspective
The differentiation perspective
Ambiguity/fragmentation perspective
The functions of organisational culture for its members
Internal integration
9.8 Managing organisational culture: building, reinforcing and changing culture
9.9 Ethics and organisational culture
Climate versus culture
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 10 Power, politics and influence in organisations
Introduction
10.1 Power and influence
Position power
Personal power
10.2 Power, authority and obedience
The Milgram experiments
Obedience and the acceptance of authority
Obedience and the zone of indifference
10.3 Managing with power and influence
Acquiring managerial power
Turning power into influence
Exercising upward influence
10.4 Empowerment
Power keys to empowerment
Empowering others
The limits of empowering others
10.5 Organisational politics
The two traditions of organisational politics
10.6 Organisational politics in action
Office politics and the informal network
Political action and the manager
Political action and subunit power
Political action in the chief executive suite
The politics of empire building
10.7 The consequences of power and politics
The double-edged sword of organisational politics
The ethics of power and politics
Trust and managerial influence
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 11 Leadership
Introduction
11.1 Leadership and management
11.2 Traditional leadership approaches: trait and behavioural theories
Trait theory
Behavioural theories
11.3 Situational contingency theories of leadership
Fiedler’s leadership contingency theory
11.4 Inspirational leadership perspectives
Charismatic approaches
Transactional and transformational leadership approaches
11.5 Emerging leadership perspectives
Integrative leadership
Crisis leadership
Moral leadership
Sustainability leadership
Adaptive leadership
Entrepreneurial leadership
Questions and answers concerning the emerging leadership perspectives
11.6 Gender, age and cultural diversity — current issues in leadership
Gender and leadership
Age and leadership
Cultural differences
Leadership and culture
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 12 Decision making
Introduction
12.1 Decision making in organisations
Types of decisions made by managers
Decision environments of managers
12.2 Steps in the decision-making process
12.3 Approaches to decision making
Classical and behavioural decision models
Garbage can decision model
12.4 The intuitive decision model
The role of intuition
The use of judgement heuristics
Creativity
12.5 Making a choice and implementing a decision
Selecting problems carefully
Strategies for involvement — who decides?
Managing participation in decision making
How groups make decisions
The problem of escalating commitment
12.6 Current issues in organisational decision making
Culture and decision making
Technology and decision making
Ethical decision making
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 13 Communication, conflict and negotiation in organisations
Introduction
13.1 Communication in organisations
Interpersonal communication
Effective and efficient communication
Communication channels
How electronic transfer of information can enhance efficiency of communication
Barriers to interpersonal communication
Social media and the workplace
13.2 Conflict
What is conflict?
Substantive and emotional conflicts
Levels of conflict
Conflict and culture
Constructive and destructive conflicts
Conflict situations faced by managers
13.3 Conflict management approaches
Conflict-resolution styles
13.4 Negotiation
Four types of negotiation situations
Negotiation goals and outcomes
Different approaches to negotiation
13.5 Managerial issues in negotiation
Gaining integrative agreements
Classic two-party negotiation
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
CHAPTER 14 Organisational change and innovation
Introduction
14.1 What is organisational change?
Planned and unplanned change
Leadership of change
Leveraging new technology to lead organisational change
14.2 Forces of change
Cultural change
Technological change
Organisational targets for change
Phases of planned change
Change levers and change cycles
14.3 Planned change strategies
Top-down approach to change
Force-coercion and planned change
Rational persuasion and planned change
Shared power and planned change
14.4 Resistance to change
Why people resist change
How to deal with resistance to change
14.5 Change and stress
What is stress?
Sources of stress
Stress and our health
Preventing or coping with stress
14.6 Innovation in organisations
The innovation process
Concept check
Summary
Key terms
Review questions
Application questions
Research questions
Running project
Individual activity
Group activity
Endnotes
Acknowledgements
— Media library —
CHAPTER 1 What is organisational behaviour?
Contents
Videos
Interactives
CHAPTER 2 Individual attributes and their effects on job performance
Contents
Videos
Interactives
CHAPTER 3 Motivation and empowerment
Contents
Videos
Interactives
CHAPTER 4 Learning, reinforcement and self-management
Contents
Videos
Interactives
CHAPTER 5 Job design, goal setting and flexible work arrangements
Contents
Videos
Interactives
CHAPTER 6 Groups and group dynamics
Contents
Videos
Interactives
CHAPTER 7 Teamwork and team building
Contents
Videos
Interactives
CHAPTER 8 Organisational structure and design
Contents
Videos
Interactives
CHAPTER 9 Organisational culture
Contents
Videos
Interactives
CHAPTER 10 Power, politics and influence in organisations
Contents
Videos
Interactives
CHAPTER 11 Leadership
Contents
Videos
Interactives
CHAPTER 12 Decision making
Contents
Videos
Interactives
CHAPTER 13 Communication, conflict and negotiation in organisations
Contents
Videos
Interactives
CHAPTER 14 Organisational change and innovation
Contents

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Nancy Langton,Stephen P Robbins,Timothy A Judge,Organizational,Concepts Controversies