Organizational BehaviorThomson/South-Western, 2004 - 460 pages Organizational Behavior, 10th edition presents classic and emerging organizational behavior trends and research, making the subject both accessible and meaningful for students. To make the connection between theory and practice, the authors include timely examples, exercises, and high-interest cases. To help students focus and understand the importance of organizational behavior, the authors introduce seven managerial competencies that are essential to being an effective leader or member of an organization. These competencies are introduced early and woven throughout in special features, exercises, and an interactive self-assessment tool. The overall length of the text has been dramatically reduced creating a text that is both clear and manageable for any course. |
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achieve attitudes attribution career challenge Chapter classical conditioning commitment Competency feature Computex conflict core abilities customers decisions desired behavior discuss effective emotions Enron environment example expectations experience external factors feedback feel Figure following Managing global goal orientation identify important influence InfoSpace internal interpersonal introversion and extroversion involves the overall issues job satisfaction leaders leadership Learning Objective locus of control managers and employees managing across cultures Managing Change Managing Communication managing diversity Managing Ethics ment motivation needs negative Negotiation norms operating organization organization's organizational behavior organizational culture outcomes overall ability perceived perception Perceptual defense performance person ployees positive power distance Preview problems punishment reinforcement relationships responsibility rewards role schedule score self-efficacy self-esteem situation social social learning theory specific Starbucks stress style tasks team members tion traits uncertainty avoidance understand values virtual teams workforce