Organizational Behavior is a multidimensional product to allow for student development in knowledge, analysis, synthesis and personal development with pedagogical features designed to bring Organizational Behavior to life. This product reframes the content of organizational behavior to reflect the inherent interdependence of factors that explain human behavior. Traditional OB topics are introduced as part of an integrated framework for answering practically-relevant questions about why people behave as they do and how to effectively self manage and influence others.
Uhl-Bien/Schermerhorn, Organizational Behavior 13th Edition Binder Ready Version is written in an accessible style, with pedagogical features designed to bring OB to life. The text relays the value of OB for the workplace and for life, and the value of equally engaging students in this passion so they embrace the material and want to learn even more. This text is an unbound, three hole punched version. WileyPLUS sold separately from text.
Our goal with this 13th Edition is to keep this first mainline organizational behavior text up-todate with the latest and relevant theory building, basic and applied research, and the best-practice applications. We give special recognition of this scientific foundation by our subtitle - An Evidence-Based Approach. As emphasized in the introductory chapter, the time has come to help narrow the theory/research—effective application/practice gap. This has been the mission from the beginning of this text. As “hard evidence” for this theory/research based text, we can say unequivocally that no other organizational behavior text has close to the number of footnote references. For example, whereas a few texts may have up to 40 or even 50 references for a few chapters, all the chapters of this text average more than twice that amount. This edition continues the tradition by incorporating recent breakthrough research to provide and add to the evidence on the theories and techniques presented throughout. Two distinguishing features that no other organizational behavior textbook can claim are the following: 1) We are committed at this stage of development of the field of OB to a comprehensive theoretical framework to structure our text. Instead of the typical potpourri of chapters and topics, there is now the opportunity to have a sound conceptual framework to present our now credible (evidence-based) body of knowledge. We use the widely recognized, very comprehensive social cognitive theory to structure this text. We present the background and theory building of this framework in the introductory chapter and also provide a specific model (Figure 1.5) that fits in all 14 chapters. Importantly, the logic of this conceptual framework requires two chapters not found in other texts and the rearrangement and combination of several others. For example, in the opening organizational context part there is Chapter 4, “Reward Systems,” and in the cognitive processes second part, Chapter 7, “Positive Organizational Behavior and Psychological Capital,” that no other text contains. 2) The second unique feature reflects our continuing basic research program over the years. Chapter 7 contains our most recent work on what we have termed “Positive Organizational Behavior” and “Psychological Capital” (or PsyCap). [The three of us introduced the term “Psychological Capital” in our joint article in 2004]. To meet the inclusion criteria (positive; theory and research based; valid measurement; open to development; and manage for performance improvement), for the first time the topics of optimism, hope, happiness/subjective well-being, resiliency, emotional intelligence, selfefficacy, and our overall core construct of psychological capital have been given chapter status. Just as real-world management can no longer afford to evolve slowly, neither can the academic side of the field. With the uncertain, very turbulent environment most organizations face today, drastically new ideas, approaches, and techniques are needed both in the practice of management and in the way we study and apply the field of organizational behavior. This text mirrors these needed changes. Social Cognitive Conceptual Framework. The book contains 14 chapters in four major parts. Social cognitive theory explains organizational behavior in terms of both environmental, contextual events and internal cognitive factors, as well as the dynamics and outcomes of the organizational behavior itself. Thus, Part One provides the evidence-based and organizational context for the study and application of organizational behavior.
Organizational Behavior is designed to help students, professionals, and managers develop the competencies and skills that are needed to effectively contribute to an organization. This proven text's strengths lie in its classic research, coverage of contemporary and emerging OB topics, and excellent case selection. Throughout the text, seven core competencies-Managing Self, Managing Diversity, Managing Ethics, Managing Across Cultures, Managing Teams, Managing Communications, and Managing Change-are emphasized and illustrated for the student.
Robbins/Judge provide the research you want in the language your students understand; accompanied with the best selling self-assessment software, SAL. Some topics include management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management. Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills.
Organizational Behavior in Health Care was written to assist those who are on the frontline of the industry everyday—healthcare managers who must motivate and lead very diverse populations in a constantly changing environment. Designed for graduate-level study, this book introduces the reader to the behavioral science literature relevant to the study of individual and group behavior, specifically in healthcare organizational settings. Using an applied focus, it provides a clear and concise overview of the essential topics in organizational behavior from the healthcare manager’s perspective. Organizational Behavior in Health Care examines the many aspects of organizational behavior, such as individuals’ perceptions and attitudes, diversity, communication, motivation, leadership, power, stress, conflict management, negotiation models, group dynamics, team building, and managing organizational change. Each chapter contains learning objectives, summaries, case studies or other types of activities, such as, self-assessment exercises or evaluation.
A brief introduction to organizational behaviour that tackles the issues facing today's managers, such as diversity, total quality management, ethics and the global marketplace. It uses a managerial perspective to explore how a manager uses organizational behaviour insights in the workplace.
ORGANIZATIONAL BEHAVIOR: INTEGRATING INDIVIDUALS, GROUPS AND ORGANIZATIONS, THIRD EDITION is a well-organized introduction to the current field of organizational behavior with in-depth coverage of the most critical concepts. Its practical approach shows the power of organizational behavior theory for understanding one's behavior and the behavior of others in any organization. Although firmly grounded in behavioral science theory and research, the text is not a compendium of research findings. Champoux includes examples and builds frameworks that make the material clear and easy to understand. The concise format allows the text to be used as a primer or to be supplemented with additional cases, readings, or exercises. More interactive than in previous editions, this text provides students with several online features to reinforce their knowledge of chapter content with exercises, practice and other learning opportunities.
This new entry to the organizational behavior market benefits from the experience of the authors, Dick Daft and Ray Noe. Dick Daft has substantial experience with macro issues of management and Ray Noe has impressive experience with micro issues. Blending their experience gives this text authority throughout.
