Essentials of Organizational Behavior (International Student Edition)

Terri A. Scandura is currently the Warren C. Johnson Professor of Management in the Miami Herbert Business School at the University of Miami. From 2007 to 2012, she served as Dean of the Graduate School of the university. Her fields of interest include leadership, mentorship, and applied research methods. She has been a visiting scholar in Japan, Australia, Hong Kong, China, and the United Arab Emirates. Dr. Scandura has authored or coauthored over 200 presentations, articles, and book chapters. Her research has been published in the Academy of Management Journal, the Journal of Applied Psychology, the Journal of International Business Studies, the Journal of Vocational Behavior, the Journal of Organizational Behavior, Educational and Psychological Measurement, Industrial Relations, Research in Organizational Behavior, Research in Personnel and Human Resource Management, and others. She has presented executive education programs on leadership, mentoring, leading change, and high-performance teams to numerous organizations such as VISA International, Royal Caribbean Cruise Lines, the Young Presidents Organization, Hewlett-Packard, and Baptist Health Systems. Dr. Scandura is a Fellow of the Society for Industrial & Organizational Psychology, the American Psychological Association, and the Southern Management Association. She is a member of the Society of Organizational Behavior and the Academy of Management. She is a past associate editor for Group & Organization Management, the Journal of International Business Studies, the Journal of Management, and Organizational Research Methods. She currently serves on editorial boards for major journals including The Leadership Quarterly, Organizational Research Methods, and Group & Organization Management.

Section I: Introduction
Chapter 1. What is Organizational Behavior?
Chapter Learning Objectives
A Crisis of Leadership?
What is Organizational Behavior?
Evidence-Based Management
What is Critical Thinking?
The Scientific Method
Outcome Variables in Organizational Behavior
Levels of Analysis in Organizational Behavior
How OB Research Increases Employee Performance
Theory X and Theory Y
Plan for This Textbook
Leadership Implications: Thinking Critically
Key Terms
Toolkit Activity 1.1: Personal Leadership Development Plan
Case Study 1.1: Organizational Science in The Real World
Self-Assessment 1.1: Are You Theory X Or Theory Y?
Self-Assessment 1.2: Assessing Your Experiential Evidence Base
Section II: Understanding Individuals in Organizations
Chapter 2: Personality and Person-Environment Fit
Chapter Learning Objectives
The Right Stuff at the Wrong Time?
What is Personality?
Myer-Briggs Type Indicator
“The Big Five”
Personality Traits and Health Research
Other Relevant Personality Traits
Psychological Capital
Core-Self Evaluations
Person-Environment Fit
Leadership Implications: Understanding Others
Key Terms
Toolkit Activity 2.1: Fitting In Somewhere Great!
Case Study 2.1: Who Would You Hire?
Self-Assessment 2.1: The Big Five Personality Test
Self-Assessment 2.2: Type A Behavior Pattern
Self-Assessment 2.3: Core Self-Evaluations Assessment
Chapter 3: Emotions and Moods
Chapter Learning Objectives
Does Lack of Sleep Make You Grumpy?
Emotions and Moods at Work
Affective Events Theory: An Organizing Framework
Affective Climate
Moods
Emotional Labor
Emotional Intelligence
Emotional Contagion
Affective Neuroscience
Leadership Implications: Mindful Coaching
Key Terms
Toolkit Activity 3.1: The Five-Minute Gratitude Exercise
Case Study 3.1: Managing Your Boss’s Moods And Emotions
Self-Assessment 3.1: Emotion Regulation Questionnaire (ERQ)
Chapter 4: Attitudes and Job Satisfaction
Chapter Learning Objectives
Job Satisfaction: An Upward Trend
What is an Attitude?
Do Attitudes Matter?
Job Satisfaction
Job Search Attitudes
Organizational Comment
Perceived Organizational Support
Psychological Empowerment
Leadership Implications: Creating Meaning at Work
Key Terms
Toolkit Activity 4.1: What Do Workers Want From Their Jobs?
Case Study 4.1: A Crisis In Nursing
Self-Assessment 4.1: How Much Career Adapt-Ability Do You Have?
Self-Assessment 4.2: Do You Experience Empowerment?
Chapter 5: Perception, Decision Making, and Problem-Solving
Chapter Learning Objectives
Would You Be Happier If You Were Richer?
Understanding Why People Don’t See Eye to Eye
Individual Decision Making
The Rational Decision-Making Model
Prospect Theory
Intuition
Decision Traps
Creative Problem Solving
Leadership Implications: Making Ethical Decisions
Key Terms
Toolkit Activity 5.1: Understanding The Pygmalion Effect
Case Study 5.1: Do You Have To Spend Money To Make Money?
Self-Assessment 5.1: Employability – Perceptions Of Prospective Employers
Self-Assessment 5.2: How Would You Rate Your Creativity?
Section III: Influencing and Motivating Employees
Chapter 6: Leadership
Chapter Learning Objectives
Have Leaders Lost Their Followers’ Trust?
What is Leadership?
Trait Approaches
Leader Behaviors
Path-Goal Theory
Leader-Member Exchange
The Importance of Trust
Full-Range Leadership Development
Moral Approaches
Critiques of Leadership Theory
Leadership Implications: Flexibility Matters
Key Terms
Toolkit Activity 6.1: Applying The Full-Range Model Of Leadership
Toolkit Activity 6.2: Comparing Supervisor Leader-Member Exchange (SLMX)
Case Study 6.1: Which Boss Would You Rather Work For?
Self-Assessment 6.1: Mentoring Functions Questionnaire (MFQ-9)
Self-Assessment 6.2: How Trustful Are You?
Chapter 7: Power and Politics
Chapter Learning Objectives
What is it Like to Have Power?
Power and Influence
Bases of Power
Organizational Sources of Power
Influence Strategies
Impression Management
Managing Impressions with Body Language
Perceptions of Organizational Politics
Political Skill
Leadership Implications: Managing with Power
Key Terms
Toolkit Activity 7.1: Politics Or Citizenship?
Toolkit Activity 7.2: What Would You Do?
Case Study 7.1: Can You Succeed Without Power?
Self-Assessment 7.1: Your Impression Management Strategies
Self-Assessment 7.2: What’s Your Level Of Political Acumen?
Chapter 8: Motivation: Core Concepts
Chapter Learning Objectives
Do You Have Grit?
What is Motivation?
Need Theories
Goal Setting
The Importance of Fairness
Organizational Justice: Expanding the Concept of Fairness
Expectancy Theory
The Pygmalion Effect
Leadership Implications: Who Will Lead?
Key Terms
Toolkit Activity 8.1: Future Me Letter
Toolkit Activity 8.2: Smart Goals Template
Toolkit Activity 8.3: Understanding The Pygmalion Effect
Case Study 8.1: Building Motivation
Self-Assessment 8.1: How Much Perseverance Do You Have?
Chapter 9: Motivation: Applications
Chapter Learning Objectives
The Meaning of Money
Reinforcement Theory
Social Learning Theory
Intrinsic Vs. Extrinsic Rewards
What Money Can and Cannot Do
Performance Management
Problems with Performance Reviews
Feedback Seeking
Leadership Implications: Motivating with Rewards
Key Terms
Toolkit Activity 9.1: Performance Appraisal Do’s And Don’ts
Toolkit Activity 9.2: Performance Management Role-Play
Case Study 9.1: Pay Inequity At Goodyear Tire And Rubber
Self-Assessment 9.1: Work Values Checklist
Section IV: Building Relationships
Chapter 10: Group Processes and Teams
Chapter Learning Objectives
Does Trust Impact Team Performance?
What is a Team?
Team Purpose
Team Development
Team Effectiveness
Cohesion
Team Decision-Making
Team Challenges
Team Diversity
Leadership Implications: Empowering the Team
Key Terms
Toolkit Activity 10.1: The Team Charter
Toolkit Activity 10.2: The Marshmallow Challenge
Toolkit Activity 10.3: How To Run An Effective Meeting (Checklist)
Case Study 10.1: Problem Solving In Virtual Teams
Self-Assessment 10.1: Teamwork Orientation
Self-Assessment 10.2: Team Leadership Inventory (TLI)
Chapter 11: Managing Conflict and Negotiation
Chapter Learning Objectives
The Costs of Workplace Conflict
What is Conflict?
Conflict Resolution Styles
Team Conflict and Performance
Resolving Conflict Across Cultures
Third-Party Interventions
Negotiation
Leadership Implications: Perspective Taking
Key Terms
Toolkit Activity 11.1: Checklist For Difficult Conversations
Toolkit Activity 11.2: Salary Negotiation
Toolkit Activity 11.3: Negotiation Style Assessment
Case Study 11.1: Captain Owen Honors
Self-Assessment 11.1: Conflict Resolution Styles
Chapter 12: Organizational Communication
Chapter Learning Objectives
“Thin Slicing” A Conversation
What is Organizational Communication?
Barriers to Effective Communication
Communication Networks
Electronic Communication
Cross-Cultural Communication
Nonverbal Communication
Silence
Leadership Implications: The Management of Meaning
Key Terms
Toolkit Activity 12.1: Active Listening Exercise
Case Study 12.1: What’s App-Ening?
Self-Assessment 12.1: Quality Of Communication Experience
Chapter 13: Diversity and Cross-Cultural Adjustments
Chapter Learning Objectives
Diversity: A Key Workforce Trend
Generations at the Workplace
What is Culture?
Globe Studies of Cross-Cultural Leadership
Developing Global Leaders
Culture Shock
Expatriate Adjustment
Leadership Implications: Becoming a Global Leader
Key Terms
Toolkit Activity 13.1: Generations At Work
Toolkit Activity 13.2: Journey To Shrahad
Case Study 13.1: Managing Diversity At Ibm Netherlands
Case Study 13.2: “A Person Needs Face Like A Tree Needs Bark”
Self-Assessment 13.1: What Is Your Cultural Intelligence?
Self-Assessment 13.2: Do You Have A Global Mindset?
Section V: Leaders as Change Agents
Chapter 14: Organizational Culture
Chapter Learning Objectives
Culture Change at Verizon: Can You Hear Me Now?
What is Organizational Culture?
Markets, Bureaucrats, and Clans
National Culture and Organizational Culture
Strong Organizational Cultures
Socialization
How Employees Learn Culture
Organizational Climate
Leadership Implications: Culture Change
Key Terms
Toolkit Activity 14.1: Comparing Organizational Cultures: IDEO and AmazonCASE STUDY 14.1: Changing Corporate Culture: The Case of B-MED
Self-Assessment 14.1: Comparing Service Climates
Chapter 15: Leading Change and Stress Management
Chapter Learning Objectives
Ing’s Agile Transformation
Forces Driving Organizational Change
Planned Organizational Change
Resistance to Change
Leading Change
Stress in the Context of Organizational Change
What is Stress?
Coping
Preventive Stress Management in Organizations
Leadership Implications: Helping Employees Cope
Toolkit Activity 15.1: Appreciative Inquiry
Toolkit Activity 15.2: Warning Signs Of Burnout
Toolkit Activity 15.3: Stressful Life Events
Case Study 15.1: We Have To Change: Alighting Innovation In The Utility Industry
Case Study 15.2: The Price Of Entrepreneurship
Self-Assessment 15.1: Leading Through Change Assessment
Self-Assessment 15.2: Perceived Stress Scale