Essentials of Organizational Behavior 13th Edition Robbins Test Bank

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Essentials of Organizational Behavior 13th Edition Robbins Test Bank

Product details:

  • ISBN-10 ‏ : ‎ 0133981797
  • ISBN-13 ‏ : ‎ 978-0133981797
  • Author: Stephen P. Robbins

Essentials of Organizational Behavior is a comprehensive work that covers key concepts of the Organizational Behavior field while remaining brief in length and easy to absorb. Teaching readers how to understand and interact with people in real organizations, the Thirteenth Edition is an engaging, informative and interesting text that draws many connections to future careers in OB.

Essentials of Organizational Behavior helps readers retain and relate only the most necessary information and experiences of Organizational Behavior to their own lives and future careers. Its brevity and coverage of essential concepts allows for a source material that is easily adaptable to a broad range of people.

Table contents:

Preface xvii
Part I Prologue 1
1. Introduction to Organizational Behavior 1
The Field of Organizational Behavior 2
Goals of Organizational Behavior 5
Challenges and Opportunities for OB: A Managerial Perspective 6
The Plan of This Book 12
Part II The Individual in the Organization 14
2. Foundations of Individual Behavior 14
Values 14
Attitudes 19
Perception 23
Learning 26
Implications for Managers 27
3. Personality and Emotions 30
Personality 30
Emotions 36
Implications for Managers 41
4. Basic Motivation Concepts 42
What Is Motivation? 43
Early Theories of Motivation 43
Contemporary Theories of Motivation 47
Don’t Forget: Motivation Theories Are Culture-Bound! 53
Implications for Managers 54
5. Motivation: From Concepts to Applications 55
Management by Objectives 55
Behavior Modification 58
Employee Recognition Programs 60
Employee Involvement Programs 61
Variable-Pay Programs 64
Skill-Based Pay Plans 66
Implications for Managers 68
6. Individual Decision Making 69
How Should Decisions Be Made? 70
How Decisions Are Actually Made in Organizations 73
Ethics in Decision Making 82
Implications for Managers 83
Part III Groups in the Organization 84
7. Foundations of Group Behavior 84
Defining and Classifying Groups 84
Basic Group Concepts 85
Group Decision Making 94
Implications for Managers 98
8. Understanding Work Teams 100
Why Have Teams Become So Popular? 101
Teams Versus Groups: What’s the Difference? 101
Types of Teams 102
Creating Effective Teams 105
Turning Individuals into Team Players 110
Implications for Managers 112
9. Communication 113
Functions of Communication 114
The Communication Process 114
Direction of Communication 115
Interpersonal Communication 116
Organizational Communication 119
Barriers to Effective Communication 123
Cross-Cultural Communication 124
Ethics in Communication: Is It Wrong to Tell a Lie? 126
Implications for Managers 126
10. Leadership and Creating Trust 130
What Is Leadership? 130
Trait Theories 131
Behavioral Theories 131
Contingency Theories 134
Trait Theories Updated: Charismatic Leadership 141
Visionary Leadership 142
Team Leadership 142
Is Leadership Always Relevant? 143
Trust and Leadership 144
Implications for Managers 148
11. Power and Politics 150
A Definition of Power 150
Contrasting Leadership and Power 151
Bases of Power 152
Dependency: The Key to Power 154
Power in Groups: Coalitions 155
Power and Sexual Harassment 156
Politics: Power in Action 157
Implications for Managers 162
12. Conflict and Negotiation 163
A Definition of Conflict 163
Transitions in Conflict Thought 164
Differentiating Functional from Dysfunctional Conflicts 165
The Conflict Process 166
Negotiation 171
Implications for Managers 176
Part IV The Organization System 178
13. Foundations of Organization Structure 178
What Is Organization Structure? 178
Common Organizational Designs 185
New Options 188
Why Do Structures Differ? 191
Organization Structure and Employee Behavior 193
Implications for Managers 195
14. Technology and Work Design 196
Technology in the Workplace 196
Organizational Behavior in an E-World 200
Work Design 206
Implications for Managers 213
15. Human Resource Policies and Practices 215
Employee Selection 216
Training Programs 218
Performance Appraisal 220
Implications for Managers 228
16. Organizational Culture 230
Defining Organizational Culture 231
What Does Culture Do? 233
Creating and Sustaining Culture 234
How Employees Learn Culture 239
Managing Cultural Change 241
Creating an Ethical Organizational Culture 242
Spirituality and Organizational Culture 243
Organizational Culture versus National Culture 246
Organizational Culture and the Paradox of Diversity 246
Implications for Managers 247
17. Organizational Change and Development 248
Forces for Change 248
Managing Planned Change 250
Two Views of Change 251
Resistance to Change 253
Managing Change Through Organizational Development 257
Contemporary Issues in Organizational Change 260
Implications for Managers 264
Epilogue 266
Endnotes 267
Glindex (Index/Glossary) 285

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