You are previewing Organizational Behavior.
O'Reilly logo
Organizational Behavior

Book Description

Unlike any other OB textbook in the market, Neubert, Organizational Behavior empowers students to look at OB through two "lenses:" the traditional, core concepts that focus on how to make a company profitable, and the collaboration, creativity, and ethical decision making that lead to developing sustainable businesses. By inviting students to compare and contrast short-term profitability and long-term sustainability, Organizational Behavior helps students build the critical thinking skills needed to positively affect organizations, people, and communities.

Accompanying Neubert/Dyck, Organizational Behavior is WileyPLUS, a research-based, online environment for effective teaching and learning. This online learning system provides students with a variety of study tools, a complete e-text and practice quizzes with instant feedback. For instructors, WileyPLUS offers automatically graded assignments or tests and a gradebook for monitoring student progress. Available in or outside of the Blackboard Learning Environment, WileyPLUS resources help reach all types of learners and give instructors the tools they need to enhance course material.

WileyPLUS sold separately from text.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Dedication
  5. About the Authors
  6. Preface
  7. Acknowledgments
  8. Brief Contents
  9. Contents
  10. Chapter One: Putting People First
    1. OPENING CASE: Built to Serve
    2. Why Study Organizational Behavior?
    3. What Is Effective Organizational Behavior: Two Approaches
    4. Organizational Behavior and Management
    5. What You Will Explore in This Book
    6. CLOSING CASE: The Forest and the Trees at Timberland
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  11. Chapter Two: Exploring the Landscape of OB
    1. OPENING CASE: Seeds of Community
    2. A Brief History of OB
    3. OB as a Science
    4. Stakeholder Relationships
    5. Global Environment
    6. CLOSING CASE: The Bittersweet Story of Chocolate
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  12. Chapter Three: Understanding Individual Attributes
    1. OPENING CASE: Understanding Ursula Burns
    2. Diversity and Surface Characteristics
    3. Abilities and Personality
    4. Core Self-Evaluations
    5. Beliefs and Values
    6. CLOSING CASE: Life in the Fast Lane—Elon Musk
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  13. Chapter Four: Considering Individual States
    1. OPENING CASE: Jack Dorsey: Billionaire Bad Boy or Bad Boss?
    2. Ethics
    3. Attitudes and Commitments
    4. Perceptions
    5. Emotions
    6. CLOSING CASE: The Power of the Powerless
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  14. Chapter Five: Motivating Individuals
    1. OPENING CASE: Brewing Motivation at Starbucks
    2. Innate Needs
    3. Desire for Achievement
    4. Desire for Fairness
    5. Desire for Affiliation
    6. Desire for Power
    7. CLOSING CASE: Memoirs of a Motivational Monk
    8. Summary
    9. Key Terms
    10. Questions for Reflection and Discussion
    11. OB ACTIVITIES
  15. Chapter Six: Making Decisions
    1. OPENING CASE: Recalling a Classic Example of Decision Making
    2. Step 1: Identify the Need for a Decision
    3. Step 2: Develop Alternative Responses
    4. Step 3: Choose the Appropriate Alternative
    5. Step 4: Implement the Choice
    6. CLOSING CASE: How Decisions Can Lead to a $7 Billion Loss
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  16. Chapter Seven: Leading Self
    1. OPENING CASE: Following a Different Voice
    2. Knowing Self
    3. Living Intentionally
    4. Managing Stress and Roles
    5. Acting Creatively
    6. Improving Creativity in Organizations
    7. CLOSING CASE: A Pioneer in Leading Self
    8. Summary
    9. Key Terms
    10. Questions for Reflection and Discussion
    11. OB ACTIVITIES
  17. Chapter Eight: Understanding Relationships
    1. OPENING CASE: Bernie Madoff Made Off with Billions
    2. Politics and Self-Interest
    3. Trust
    4. Fairness
    5. Negotiation
    6. CLOSING CASE: Transformational Relationships at Tata
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  18. Chapter Nine: Leading Others
    1. OPENING CASE: The Power of Joy at Work: “Bakke Ball” at AES
    2. Leadership Traits
    3. Leadership Behavior
    4. Contingency Theories
    5. Integrative Models
    6. CLOSING CASE: Sustainable Leadership at Work in the Philippines
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  19. Chapter Ten: Leading Groups and Teams
    1. OPENING CASE: Teamwork at Gore
    2. Groups and Teams
    3. Forming
    4. Storming
    5. Norming
    6. Performing
    7. CLOSING CASE: LEGO Mindstorms
    8. Summary
    9. Key Terms
    10. Questions for Reflection and Discussion
    11. OB ACTIVITIES
  20. Chapter Eleven: Communicating with Purpose
    1. OPENING CASE: Message in a Bottle
    2. Step 1: Identify Your Message
    3. Step 2: Encode and Transmit the Message
    4. Step 3: Receive and Decode the Message
    5. Step 4: Confirm the Message with Feedback
    6. CLOSING CASE: Lesson in of Teaching Abroad
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  21. Chapter Twelve: Understanding Organizational Culture and Structure
    1. OPENING CASE: The Fundamentals of Organizing at Semco
    2. Basic Assumptions of Organizational Culture
    3. Key Values That Shape Organizational Culture
    4. Artifacts of Organizational Culture
    5. Fundamentals of Organizational Structure
    6. CLOSING CASE: New Ways of Organizing for New Needs
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  22. Chapter Thirteen: Developing Organizational Culture and Structures
    1. OPENING CASE: Managing a Smile Factory
    2. Creating an Organizational Culture
    3. Prioritizing a Form of Organizational Culture
    4. Aligning Organizational Culture with Structure, Technology, and Strategy
    5. Combining the Pieces to Make Four Organizational Types
    6. CLOSING CASE: About Face at Interface
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  23. Chapter Fourteen: Motivating with Systems
    1. OPENING CASE: High-Tech Loyalty at SAS Institute
    2. Job Design
    3. Performance Management
    4. Training and Development
    5. Mission and Vision
    6. CLOSING CASE: People, the Planet, and Profits at Herman Miller
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  24. Chapter Fifteen: Leading Organizational Change
    1. OPENING CASE: Whole-Scale Change
    2. Step 1: Recognize Need
    3. Step 2: Unfreeze
    4. Step 3: Change
    5. Step 4: Refreeze
    6. CLOSING CASE: Change in the News
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  25. Chapter Sixteen: Creating Organizations
    1. OPENING CASE: One Person's Trash is Another Person's Treasure
    2. Identify Opportunity
    3. Take Initiative
    4. Develop Plans
    5. Mobilize Resources
    6. CLOSING CASE: Googling Google
    7. Summary
    8. Key Terms
    9. Questions for Reflection and Discussion
    10. OB ACTIVITIES
  26. Glossary
  27. Endnotes
  28. Name Index
  29. Organization Index
  30. Subject Index