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Organizational Behaviour
Stephen P. Robbins
San Diego State University

Timothy A. Judge
University of Florida

Timothy T. Campbell
University of Dubai .

Financial Times Prentice Hall is an imprint of

Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan

Contents

Preface Guided Tour Acknowledgements Publisher's acknowledgements

XXI

xxiii' xxvi xxvii

Chapter 1 What is organizational behaviour?
The importance of interpersonal skills What managers do Management functions Management roles Management skills Effective versus successful managerial activities A review of the manager's job Enter organizational behaviour Complementing intuition with systematic study Disciplines that contribute to the OB field Psychology Social psychology

Sociology
Anthropology There are few absolutes in OB Challenges and opportunities for OB Responding to globalisation Managing workforce diversity Improving quality and productivity Improving customer service Improving people skills Stimulating innovation and change Coping with 'temporariness' Working in networked organizations Helping employees balance work-life conflicts Creating a positive work environment Improving ethical behaviour Coming attractions: developing an OB model An overview The dependent variables The independent variables Toward a contingency OB model Global implications

3 4 4 4 6 6 7 7 8 10 10 10 11 11 12 13 13 14 15 16 17 17 17 18 18 18 19 20 20 20 23 24 25

viii

CONTENTS Summary and implications for managers Questions for review Experiential exercise Ethical dilemma Case incident 1 Case incident 2 A great place to work Rage and violence in the workplace Self-assessment library How much do I know about organizational behaviour? Myth or Science? 'Preconceived notions versus substantive evidence' OB in the news Other disciplines make use of OB concepts Global Transfer pricing and international corporate deviance Point/Counterpoint In search of the quick fix

26 27 27 28 28 29

3 9 12 22 26

Chapter 2 Foundations of individual behaviour
Ability Intellectual abilities Physical abilities Biographical characteristics Age Gender Race Other biographical characteristics: tenure and religion Learning A definition of learning Theories of learning Shaping: a manageriaUool Global implications Intellectual abilities Biographical characteristics Learning Summary and implications for managers Questions for review Experiential exercise Ethical dilemma Case incident 1 Case incident 2 The Flynn Effect Professional sports: rewarding and punishing the same behaviour? Self-assessment library What's my attitude toward older people? Global The benefits of cultural intelligence OB in the news City banker alleges race discrimination Myth or Science? 'You can't teach an old dog new tricks' Self-assessment library How good am I at disciplining others? Point/Counterpoint All human behaviour is learned

34 34 36 37 37 38 39 40 41 41 41 44 49 49 50 50 50 52 52 53 53 54 34 36 40 44 45 51

Chapter 3 Attitudes and job satisfaction
Attitudes What are the main components of attitudes?

59 59

CONTENTS Does behaviour always follow from attitudes? What are the major job attitudes? Job satisfaction Measuring job satisfaction How satisfied are people with their jobs? What causes job satisfaction? The impact of satisfied and dissatisfied employees on the workplace Global implications Summary and implications for managers Questions for review Experiential exercise Ethical dilemma Case incident 1 Case incident 2 Money isn't everything in life Extreme jobs Self-assessment library How satisfied am I with my job? Global Chinese employees and organizational commitment Self-assessment library Am I engaged? OB in the news Job satisfaction key to happiness Myth or Science? 'Happy workers are productive workers'...
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