Organizational Behavior

Contents

* Preface * Chapter 1. Human Behavior at Work--With an Emphasis on Ethics * Objectives * A Case to Consider: The âBest Sellerâ * 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