Organizational Behavior

• Preface
• Chapter 1. Human Behavior at Work--With an Emphasis on Ethics
• Objectives
• A Case to Consider: The “Best Seller”
• Management Perspectives
• Ethical Issues and Social Responsibility
• Employee Dishonesty and Theft
• Summary
• Questions to Consider
• Chapter Case: Decisions, Decisions
• Glossary
• Chapter 2. Diversity and Inequity in the Workplace
• Objectives
• A Case to Consider: Ellen Crenshaw--A Dissatisfied Banker
• Four American Generations
• Gender: Women As a Minority
• Older Workers As an Age Minority
• Younger Employee--Their Strengths and Weaknesses
• Minorities Based upon Race
• What Can Be Done?
• Workers with Disabilities
• Employees with AIDS
• Steps Toward Equity
• Summary
• Questions to Consider
• Chapter Case: A New Breed of Nurse
• Glossary
• Chapter 3. Globalization and Its Effects
• Objectives
• A Case to Consider: I Need Advice!
• A Managerial Challenge--The Multinational Movement
• Cultural Values
• Societal Procedures and Methods
• Multinational Language and Communication
• Summary
• Questions to Consider
• Chapter Case: Case of the Wrong Mangoes
• Glossary
• Chapter 4. Organizational Culture--The Planned, Structured Side
• Objectives
• A Case to Consider: Fairfields Nursing Home
• The Culture of the Organization
• The Right Structure for an Organization to Have
• Contemporary Happenings in Organizational Composition
• Summary
• Questions to Consider
• Chapter Case: Changes at Barbados Airlines
• Glossary
• Chapter 5. Organizational Culture--The Informal Organization and Power and Politics
• Objectives
• A Case to Consider: The Three Night Custodians
• Organizational Culture and Cultural Realities
• Overcoming a Faulty Culture
• Management's Relationship to the Informal Organization
• Power: For Managers Only? A Dirty Word?
• Summary
• Questions to Consider
• Chapter Case: Marley Printing Company
• Glossary
• Chapter 6. What Good Are Groups, Anyway?
• Objectives
• A Case to Consider: O'Keefe--The Director Who Wants a Group Decision
• Formal Groups and Teams
• Traditional Groups and Teams
• Nontraditional Groups
• Team Building and Problem Solving
• Summary
• Questions to Consider
• Chapter Case: The Arrogant Architects
• Glossary
• Chapter 7. The Physical Surroundings of the Workplace
• Objectives
• A Case to Consider: The Superior Insurance Company
• Effects of Nature--Temperature and Humidity
• The Impact of Visual Stimuli
• Auditory Factors--The Effects of Noise
• Physical Location and Placement
• The Status Impact of Physical Climate
• Smoking in the Workplace
• Summary
• Questions to Consider
• Chapter Case: The Casino Crazies
• Glossary
• Chapter 8. Perception and the Individual
• Objectives
• A Case to Consider: David Addison--An Unexpected Success Story
• What You See Is What You Get
• Perceptions About Self and Others
• Role Perception
• Perception of Who Controls Outcomes (Locus of Control)
• The Pygmalion Effect--Improving Performance Through Perception
• Summary
• Questions to Consider
• Chapter Case: The State Highway Review Board
• Glossary
• Chapter 9. Personal Needs in the Workplace
• Objectives
• A Case to Consider: Lisa Lanigan, CPA
• Can My Job Give Me What I Want?
• Needs Theories
• Specific Human Needs
• The Degree of Need Fulfillment and the Urgency of Needs
• Discovering the Current Needs of Workers
• Summary
• Questions to Consider
• Chapter Case: Motivational Problems at the Environmental Improvement Unit
• Glossary
• Chapter 10. The Role of Leadership in the Organization
• Objectives
• A Case to Consider: Ted Gunderson--The Construction Supervisor
• How We Got Where We Are Today
• Flexible L

Biography

Robert E. Stevens, David L. Loudon, O. Jeff Harris Jr, Sandra J. Hartman