Organizational Behavior

Contents

* 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