A Page by Page Comparison of the 13th to 14th editions Of Organization Behavior (Robbins & Judge)

Prepared and Written by: Johnathan Nelson

About this Book Textbooks that are compared here are: Organizational Behavior Edition 13 ISBN 10: 0136007171 Organizational Behavior Edition 14 ISBN 10: 0136124011

The purpose of this book is to make it easier for a student to use the 13th edition in a class using the 14th edition. Where there are major changes or added material into the 14 th edition then there will be a note written in Red. If something appears in red then it means that there is either material that is not in the 13 th edition but is in the 14th in which case it will say n/a or that it is different in a notable way, then the page number and note that goes with it will be in red. For the most part these books are exactly the same, the two chapters that are most different or rearranged are the 2nd and 12th chapters in the 14th edition. Thank you for using my book and good luck in your class.

About JtsBooks JtsBooks is a company that is dedicated to making the textbook experience in college the cheapest we can. We do have a website, though it is still under some development, www.jtsbooks.com. We would love to get your feedback on this book and ideas for future books. E-mail us at jtstextbooks@yahoo.com or admin@jtsbooks.com . This is the first book of this type we have made so far and any info from you that could help us to make it better and to improve our future books will be greatly appreciated. We do have a facebook page just look for jtsbooks and feel free to contact me directly or add me at facebook.com/jcnelson84 . Thanks again for your support, and good luck with your class.

Brief Summary of Chapters

14th Ed Ch 1 What is Orgizational Behavior Ch 2 Diversity in Organizations 13th Ed 2 Ch 1 2 38 Ch 2 42 ch 2: Foundations of individual Behavior Ch 3 Attitudes and job Satisfacation 70 Ch 3 72 Ch 4 Emotions and Moods 98 Ch 8 248 Ch 5 Personality and Values 132 Ch 4 102 Ch 6 Perception and individual Decision Making 166 Ch 5 136 Ch 7 Motivation Concepts 202 Ch 6 172 Ch 8 Motivation: From concepts to Application 240 Ch 7 212 Ch 9 Foundations of Group Behavior 274 Ch 9 282 Ch 10 Understanding Work Teams 312 Ch 10 320 Ch 11 Communication 340 Ch 11 348 Ch 12 Leadership 374 Ch 12, & Ch 13 382, 410 Ch 12 - Basic approaches to Leadership, Ch 13 - Contemporary issues in Leadership Ch 13 Power and Politics 418 Ch 14 448 Ch 14 Conflict and Negotiation 452 Ch 15 482 Ch 15 Foundations of Organization Structure 486 Ch 16 516 Ch 16 Organization Culture 518 Ch 17 548 Ch 17 Human Resource Policies and Practices 552 Ch 18 582 Ch 18 Organizational Change and Stress Manangement 588 Ch 19 616

14th ed. 13th Ed.

Ch 1 What is Organizational Behavior

the importance of Interpersonal Skills What Managers Do Management Functions Management Roles management Skills Effective Versus Successful Managerial Activities A Review of the Managers Job Enter Organizational Behavior Complementioning intuition with Systematic Study Disiplines That Contribute to the OB Field Psychology Social Psychology Sociology Anthropology There Are Few Absolutes in OB Challenges and opportunities for OB Responding to Economic Pressures

4 4 5 5 5 6 6 6 7 8 8 8 9 9 9 10 10 11 12 13 12 13 12 14 13 15 14 15 14 16 14 16 15 n/a the 4 paragraphs of this subsection are New to the 14th edition Responding to Globalization 16 16 Two extra paragraphs in the 13th ed, titled "Coping with Anitcapitalism Backlash" and "Managing People During the War on Terror" Managing Workforce Diversity 17 18 improving Customer Service 18 21 Improving Quality and Productivity - pg 21, not in 14th ed improving People Skills 18 22 Stmulating Innovation and Change 19 22 Coping with "Temporariness" 19 23 Working in Networked Organizations 20 23 Helping Employees Balance Work-Life Conflicts 20 24 Creating a Positive Work Enviornment 21 25 Improving Ethical Behavior 22 26 Coming Attractions: Developing an OB Model 23 26 An overview 23 26 The Dependent Variables 24 27 The independent Variables 28 31 Toward a Contingency OB Model 28 32 Global Implications 30 34 Summary and Implications for Managers 30 34 Self-Assessment Library "How Much do I know about organizational Behabior Myth or Science? "Preconceived notions Versus Substantive Evidence" OB Poll - Employee Concerns During Recession An ethical Choice - Statistics Can Lie! International OB - Transfer Pricing and International Corporate Deviance Point/Counterpoint - In Search of the Quick Fix Questions for Review Experiential Exercise - Workforce Diversity Ethical Dilemma - Lying in business Case incident 1 - "Data Will Set you Free" Case Incident 2 - The Global Recession and Workplace Malfeasance 4 11 15 23 27 31 32 32 33 33 34 4 12 n/a n/a 30 35 36 36 37 37 n/a

Ch 2 Diversity in Organizations 38 42 called ch 2: Foundations of individual Behavior in 13th ed

Diversity Demographic Characteristics of the U.S. Workforce Levels of Diversity Discrimination Biographical Characteristics Age Gender Race and Ethnicity Disability Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity Ability Intellectual Abilites Physical Abilities The Role of Disabilities 40 n/a 40 n/a 41 n/a 42 n/a 43 48 44 48 45 50 46 50 just called (Race) in 13th 47 n/a 49 51

51 44 52 42 54 48 54 just one paragraph long Implementing Diversity Management Strategies 54 n/a Attracting, Selecting, Developing, and Retaining Diverse Employees 55 n/a Diversity in Groups 56 n/a effective diversity Programs 56 n/a Global Implications 58 64 Biographical Characteristics 58 64 Intellectual Abilites 59 n/a Diversity Management 59 n/a Summary and Implications for Managers 59 65 exect last paraghraph, summarizing diversity management not in 13th ed. Self-Assesment Library - Whats my Attitude Toward older People? Myth or Science? - "Men Are Better at Science and Math Than Women" OB Poll - Room at the Top an Ethical Chioce - Are you more Biased than you think? International OB - The Benefits of Cultural Intelligence Point/Counterpoint - The Time has come to move past race and ethnicity 40 46 47 50 53 61 44 n/a n/a n/a 46 n/a

Questions for review 62 67 1,4, and 5 not in 14th, These questions are the same 2 - 3, 3 - 2, 6 -6, numbered from the 13th edition number to the 14th ed number. So question 2 in the 13th ed is 3 in the 14th. Experiential Exercise - Feeling Excluded 62 n/a Ethical Dilemma - you must have Sex 62 67 Case incident 1 _ The Flynn Effect 63 68 Case Incident 2 - What does Diversity Training Teach? 64 n/a

Ch 3 Attitudes and Job Satisfaction

Attitudes what are the Main components of Attitudes? Does Behavior Always Follow from Attitudes? What are the Major Job Attitudes? Job Satisfaction Measuring Job Satisfaction How Sastisfied Are People in Their jobs? What causes Job Satisfaction? the impact of Satisfied and Dissatisfied employees on the workplace Global Implications is job Satisfaction a U.S. Concept? Are Employees in Western Cultures More Satisfied with Their Jobs? Summary and Implications for Managers Self-assesment Library - How satisfied Am I with my Job? An Ethical Choice - "I Don't Hate my Job I hate you" International OB - Chinese Employees and Organizational commitment Self-Assesment Library - Am I engaged? OB Poll - What do Employees love-and Hate-About their Jobs? Myth or Science? - "Happy Workers are Productice workers" Point/Counterpoint - Managers Can Create Satisfied employees Questions For Review Experiential Exercise - What Factors Are most important to your job Satisfaction? Ethical Dilemma - Are u.S. workers Overworked? Case Incident 1 - thinking your Way to a Better Job Case incident 2 - Long Hours, hundreds of E-Mails, and No sleep: Does this Sound Like a Satisfying Job?

70
72 72 73 76 80 80 81 82 83 88 88 88 89 72 76 78 80 81 84 90 91 91 92 92 93

72
75 75 77 79 82 83 84 84 87 91 91 91 92 74 n/a 80 82 n/a 86 93 94 94 95 n/a 96

Ch 4 Emotions and Moods

What Are Emotions and Moods? The Basic emotions The Basic Moods: Positive and Negative Affect the Function of Emotions Sources of Emotions and Moods Emotional Labor Affective Events Theory Emotional intelligence The Case for EI The Case Against EI OB Applications of Emotions and Moods Selection Decision Making Creaticity Motivation leadership Negotiation Customer Service Job Attitudes Deviant workplace Behaviors Safety and injury at Work How Managers Can influence moods Global issues Summary and implications for Managers Self-Assessment Library - How Are you Feeling right Now? Self-Assessment Library - Whats my Affect Intensity? Myth or Science? - "People Can't Accurately forecast Their Own Emotions" international OB - Emotional Recognition: Universal or Culture Specific? Self-Assessment Library - Whats My emotional Intelligence Score? an Ethical Choice - workplace romance OB Poll - would you date a coworker? Point/counterpoint - The Costs and Benefits of Organizational Display Rules Questions for Review experiential Exercise - Who Can Catch a Liar? Ethical Dilemma - Is There an Emotional Double-Standard for Men and Women at Work? Case Incident 1 - The upside of Anger? Case incident 2 - Becoming a facial decoder

98 248 Ch 8 in the 13th ed.

100 251 102 252 102 253 103 254 104 256 Subsection "What Functions Do Emotions Serve?" is not in 14th ed 109 260 111 262 113 264 113 264 114 266 115 267 115 267 116 267 116 268 117 268 first two paragraphs the same last paraghraph (3 sentences) is different 117 268 118 269 118 269 118 270 119 270 120 n/a one paragraph not in 13th ed 120 270 121 271 122 272 100 104 107 108 115 119 120 123 124 124 124 125 126 250 256 258 260 266 n/a n/a 273 274 274 n/a 275 276

Ch 5 Personality and Values

132 102 Ch 4 in the 13th ed.

134 134 137 138 140 145 146 146 148 150 151 152 152 152 153 157 134 144 145 149 150 158 159 159 159 160 161 105 105 107 108 111 116 117 117 119 121 121 123 123 123 124 127 104 115 116 n/a n/a 128 129 129 129 n/a n/a

personality What is personality? The Myers-Briggs Type indicator The Big Five Personality model Other Personality Traits Relevant to OB Values The Importance of Values Terminal Versus instrumental Values Generational Values Linking an Individual's Personality and Values to the Workplace Person-Job Fit Person-Organization Fit Global Implications Personality Values Summary and Implications for Managers Self-Assessment Library - Am I a Narcissist? Myth or Science? - "Entrepreneurs Are a Breed Apart" international OB - A Global Personality OB Poll - How Do Millennials Prefer to Dress for Work? An Ethical Choice - What if I hace the "Wrong" Personality? Point/Counterpoint - Traits Are Powerful Predictors of Behavior questions for Review Experiential Exercise - What Organizational Culture Do you Prefer? Ethical Dilemma - hiring Dased on Body Art Case incident 1 - The nice Trap? Case incident 2 - Reaching out, Literally

Ch 6 Perception and individual Decision Making

what is Perception? Factors that influence Perception Person Perception: Making judgements About Others Attribution theory Common shortcuts in Judging Others

166 136 Ch 5 in the 13th ed.

168 139 168 139 170 140 170 141 171 142 called "frequently used shortcuts in judging others Specific Applications of Shortcuts in Organizations 174 145 The Link Between Perception and individual Decision Making 175 146 Decision Making in Organizations 176 147 The rational Model, Bounded Rationality, and intuition 176 147 Common Biases and Errors in Decision Making 179 150 subsection "Risk adversion in 14th ed not 13th" influences on Decision Making: Individual differences and Organizational Constraints 183 153 Individual Differences 183 154 Organizational constraints 185 155 What About Ethics in Decision Making? 186 156 Three ethical Decision Criteria 186 157 improving Creativity in Decision Making 187 158 global implications 189 160 Summary and Implications for Managers 191 162 Self-Assessment Library - what Are My Gender Role perceptions? OB Poll - inflated Self-views international OB - East-West Differences: It's Perceptual Myth of Science? - "Is There Really a Black Swan?" Self-Assessment Library - Am I a deliberate Decision Maker? An Ethical Choice - is It Wrong to Rationalize? Self-Assessment Library - how Creative Am i? Point/Counterpoint - When In Doubt, Do! Questions for Review Experiential Exercise - Biases in Decision Making Ethical Dilimma - five Ethical Decisions: What would you Do? Case incident 1 _ Natural Disasters and the Decisions That Follow Case incident 2 - Predictions 168 169 172 181 183 184 189 193 194 194 195 195 196 139 n/a n/a n/a 153 n/a 160 164 165 165 166 166 n/a

Ch 7 Motivation Concepts
Definin Motivation Early theories of Motivation Hierarchy of Needs Theory theory X and Theory Y Two-Factor theory McClelland's theory of needs Contemporary Theories of motivation Self-Determination Theory

202 173 Ch 6 in the 13th ed.

204 175 205 175 205 176 206 177 207 178 209 180 210 181 211 182 replace "cognitive evaluation theory" with "Self-determination Theory" Goal-Setting Theory 214 185 Self-Efficancy theory 217 188 Reinforcement Theory 219 191, 56-58 all the paragraphs on page 191 are in ch 7 pg 219 - 220 of th 14th ed. Though in the 14th addition there are several extra paragraphs and material that occurs in ch 2 of the 13th ed. Start reading ch 2 of the 13th edition from the bold lettered subsection Operant Conditioning on pg 56 till you get to the red lettered section "Shaping: A Managerial Tool" at the top of pg 58 to complete ch 7 of the 14th ed. equity Theory/organizational Justice 221 192 Expectancy Theory 225 197 Integrating Contemporary Theories of Motivation 227 199 Global Implications 219 201 Summary And Implications for Managers 230 202 Self-Assessment Libarary - how confident am I in My Abilities to Succeed? OB Poll - Thriving at Work Myth or science? - "Women Are More Motivated to Get Along, and Men Are More Motivated to Get Ahead" An Ethical Choice - Putting off Work International OB - hoe Managers Evaluate Their Employees Depends on Culture Self-Assessment Library - what Are My Couse Performance Goals? 216 Point/Counterpoint - Failure Motivates! Questions for Review Experential Excersise - Goal-Setting Task Ethical Dilemma - Is Goal-setting Manipulation? Case Incident 1 - Do U.S. Workers "live to Work"? Case Incident 2 - Bullying Bosses 204 206 207 211 213 216 213 232 232 232 233 233 174 n/a 178 n/a 184 187 204 204 204 204 206 207

Ch 8 Motivation:From Concepts to Applications

240 212 Ch 7 in the 13th ed.

Motivating by Job Design: The Job Characteristics Model 242 215 The job Characteristics Model 242 215 How Can Jobs Be Redesigned? 244 217 extra part Job Enlargement in the 13 ed and few extra paragraphs under Job Enrichment section in the 14th ed Alternative Work Arrangements 247 221 note: under Job Shareing on pg. 223 in 13th ed Second Paragraph down the statistic has been updated to "Approximately 19 percent" the Social and Physical context of Work Employee Involvement Examples of Employee Involvement Programs Linking Employee Involvement Programs and Motivation Theories Using Rewards to Motivate Employees What to Pay: Establihing a Pay Structure How to Pay: Rewarding Individual Employees through Variable-Pay Programs flexible Benefits: Developing a benefits Package intrinsic rewards: Employee recognition Programs Global Programs Job Characteristics and Job Enrichment Telecommuting Variable Pay Flexible Benefits employee Involvement Summary and Implications for Managers Self-Assessment Library - Whats my Job's Motivating Potential? Myth or Science? - "Everyone Wants a Challenging Job" OB Poll - Do Most of us Feel Underpaid? An Ethical Choice - You Might work less than you Think International OB - Cultural Differences in Job Characteristics and Job Satisfaction Point/Counterpoint - Praise Motivates Questions for Review Experiential Exercise - Assessing Employee Motivation and Satisfaction Using the Job Characteristics Model Ethical Dilemma - Did Executives' Pay Cause the Recession? Case Incident 1 - Multitasking: A good Use of Your Time? Case Incident 2 - thanks for nothing 251 224 called "Ability and Opportunity" in 13th ed 252 225 252 225 extra section in 13th ed, Quality Circles 253 227 254 227 254 228 254 228 259 233 260 234 262 236 262 237 262 237 263 238 263 238 264 238 264 238 242 245 253 259 263 265 266 266 267 267 268 214 219 n/a n/a 237 240 241 241 n/a n/a 243

Ch 9 Foundations of Group Behavior

Defining and Classifying Groups Why Do People Form Groups? Stages of Group Development the Five-Stage Model an Alternative Model for Temporary Groups with Deadlines Group Properties: Roles, Norms, Status, Size, And Cohesiveness Group Property 1: Roles Group Property 2: Norms Group Property 3: Status Group Property 4: Size Group Property 5: Cohesiveness Group Decision Making Groups Versus the Individual Groupthink and Groupshift Group Decision-Making techniques Global Implications Summary And Implications for Managers self-Assessment Library - Do I have a Negative Attitude Toward Working In Groups? OB Poll - Do We Like Working In Groups? Self-Assessment Library - Do I trust others? International OB - Group Cohesiveness Across Cultures Myth or Science? - "Are Two heads Better Than One?" An Ethical Choice - How Groups Infect your Deviant Dehavior-and How to Immunize yourself Point.Counterpoint - All jobs Should Be Designed Around Groups Questions for Review Experiential Exercise - Wilderness Survival Ethical Dilemma - Dealing with Shirkers Case Incident 1 - "If Two Heads Are Better Than One, Are Four Even Better?" Case Incident 2 - herd Behavior and the Housing Bubble (and Collapse)

274 282
276 277 279 279 281 282 282 285 290 292 293 294 295 296 298 300 302 276 280 285 294 296 297 303 304 304 306 306 307 284 n/a 286 286 287 288 289 292 297 299 301 302 302 304 306 309 310 284 n/a 292 302 303 n/a 312 313 313 314 315 n/a

Ch 10 Understanding Work Teams

Why have Teams Become So popular? Differences Between Groups and Teams Types of Teams Problem-Solving Teams Self-Managed Work Teams Cross-Functional Teams Virtual Teams Creating Effective Teams Context: What Factors Determine Whether Teams Are Successful Team Composition Team Processes Turning Individuals Into Team Players Selecting: Hiring Team Players Training: Creating Team Players Rewarding: Providing Incentices to Be a Good Team Player Beware! Teams Aren't Always the Answer Global Implications Extent of Teamwork Self-Managed Teams team Cultural Dicersity and Team Performance Summary and implications for Managers Self-Assessment Library - how Good Am I at Building and Leading a Team? OB Poll - Relative Importance of Teamwork Skills International OB - Global Virtual Teams An Ethical Choice - Preventing Team Mistakes Myth or Science? - "Old Teams Can't Learn New Tricks" Self-Assessment Library - Whar is My Team Efficacy? Point/Counterpoint - Sports teams are Good Models for Workplace Teams Questions for Review Experiential Ecercise - Fixed versus Variable Flight Crews Ethical Dilemma - Pressure to Be a Team Player Case Incident 1 - Toyota's Team Culture Case Incident 2 - IBM's Multicultural Multinational Teams

312 320
314 315 316 316 316 317 318 318 319 322 326 328 329 329 329 330 330 330 331 331 331 314 314 320 321 326 328 332 333 333 333 334 335 322 323 324 324 324 325 326 326 328 330 335 337 337 338 338 339 339 339 340 340 340 322 n/a 327 n/a 334 336 341 342 342 342 n/a n/a

Ch 11 Communication
Functions of Communication The Communication Process Direction of Communication Downward Communication upward Communication Lateral Communication Interpersonal Communication Oral Communication Written Communication Nonverbal Communication Organizational Communication Formal Small-Group Networks the Grapevine Electronic Communications Managing Information Choice of Communication Channel Barriers to Effective communication Filtering Selective Perception Information Overload emotions Language silence Communication apprehension gender Differences "Politically Correct" Communication Global Implications Summary and Implications for Managers Self-Assessment Library - am I a Gossip? Myth or Science? - "People are good at Catching Liars at Work" OB Poll - how Long do employees Go Without checking e-mail? An Ethical Choice - Managing your Tweeting and Twittering International OB - Lost in Translation? self-assessment Library - how Good Are My Listening Skills? Point/Counterpoint - keep it Secret questions for Review experiential Exercise - an Absence of nonverbal Communication Ethical dilemma - defining the Boundaries of Technology Case incident 1 - Dianna Abdala Case incident 2 - Should Companies that Fire Shoot First?

340 348
342 343 344 344 345 346 346 346 347 348 349 349 350 351 355 357 359 359 359 359 359 360 360 361 361 361 362 365 342 347 353 356 364 365 366 367 367 368 368 369 251 352 353 353 354 355 355 355 356 357 358 358 359 360 n/a 366 368 368 368 368 369 369 n/a 370 370 370 372 375 351 356 n/a n/a 373 375 376 377 377 378 378 n/a

Ch 12 Leadership

374 382 Ch 12 Basic Approaches to Leadership, ch 13 Contemporary issues in Leadership pg 410

What is Leadership? 376 385 Trair Theories 377 386 Behavioral Theories 380 389 subsections (Ohio State Studies and University of Michigan Studies are combined under the Behavioral Theories section in the 14th ed, but separate sections in 13th. Same words though. Summary of Trait Theories and Behavioral theories 380 390 Contingency theories 381 391 The Fiedler model 381 392 Other Contingency Theories 384 395- 398, 400 14th ed combines and shortens the sections (hersey and Blanchard's Situational Theory, Path-Goal Theory, Path-Goal Variables & Predictions, Summary of Contingency Theories, then on pg 400, "Decision Theory: Vroom and Yetton's Leader-Particiption Model) Leader-Member Exchange (LMX) Theory 386 398 Charismatic Leadership and Transformational Leadership 387 413 Charismatic Leadership 387 413 Transformational Leadership 390 418 Authentic Leadership: Ethics and Trust are the foundation of Leadership 394 422 What is authentic Leadership? 394 422 Ethics and leadership 394 423 Trust and Leadership 395 423 the 14th ed combines the "What is Trust?" and "Trust and Leadership" sections. Same material How is Trust Developed? 396 424 Included in the "What is Trust?" section of the 13th ed Trust as a Process 396 N/A what Are the consequences of Trust? 397 427 Leading for the future: Mentoring mentoring Challenges to the Leadership Construct Leadership as an Attribution Substitutes for and Neutralizers of Leadership Online Leadership Finding and Creating Effective Leaders Selecting Leaders Training Leaders Global implications Summary and implications for Managers called "Basic Principles of Trust" in the 13th ed. 397 N/A just 3 sentences in the 14th ed to introduce section 398 428 399 n/a just 3 sentences in the 14th ed to introduce section 400 432 400 434 401 431 402 435 402 435 402 436 403 401 405 403, 438

first three paragraphs in the 14th ed, came from pg 403, next 3 came from pg 438. The ends of ch12 and 13 in the 13th ed. Self-Assessment Library - whats My Leadership Style? OB Poll - confidence in Business Leaders Falling an Ethical Choice - Working for a Toxic Boss Self-Assessment Library - Whats My LPC Score? international OB - Cultivationg an international Perspective: A Necessity for Leaders Self-Assessment Library - how Charismatic am I? Self-Assessment Library - Am I an ethical Leader? myth or Science? - "Men Make Better Leaders Than Women" Point/Counterpoint - Leaders Are Born, not Made questions for Review 376 377 379 382 387 390 394 398 406 384 n/a n/a 392 401 412 423 430 404

407 405, 440 pg 405, #1 is the same, 4 is 3 in the 14th ed. pg 440 question 4 is 5 in the 14th ed and numbers 8 and 9 are the same. Experiential Exercise - What is a leader? 407 405 Ethical Dilemma - whole Foods' rahodob 407 441 Case incident 1 - the Making of a Great president 408 441 Case incident 2 - Leadership factories 409 n/a

Ch 13 Power and politics

418 448 Ch 14 in the 13th ed.

A Definition of power 420 451 Contrasting Leadership and power 421 451 Bases of Power 421 452 Formal Power 421 421 personal Power 422 452 Which Bases of Power Are Most Effective? 423 453 Dependency: The Key to Power 423 454 The General Dependency Postulate 423 454 What Creates Dependency? 424 454 Power Tactics 425 456 Sexual Harassment: unequal Power in the workplace 428 459 Politics: Power in Action 430 461 definition of Organizational Politics 430 461 The Reality of Politics 431 462 Causes And Consequences of Political Behavior 433 463 Factors contributing to political Behavior 433 463 How do People Respond to Organizational Politics? 436 466 Impression Management 437 469 The Ethics of Behaving politically 441 471 Global Implications 442 472 Perceptions of Politics 442 472 Preference for Power Tactics 442 472 one paragraph long, though in the 14th ed a different comparison is made. Effectiveness of Power Tactics 442 473 14th ed, has a few sentences more with slighly more comparisions Summary and implications for Managers 443 473 Self-Assessment Library - Is My Workplace political? International OB - influence Tactics in China OB Poll - how Do You Deal with Office Politics? Myth or Science? - "Power Breeds Contempt" Self-Assessment Library - How Good Am I at Playing Politics? An Ethical Choice - Making Excuses Point/Counterpoint - Managing impressions is Unethical Questions for Review Experiential Exercise - understanding Power Dynamics Ethical Dilemma - does "aping" Others work? Is it Ethical? Case Incident 1 - Dressing for success Case Incident 2 - The Persuasion imperative 420 427 430 435 437 441 444 445 445 446 446 447 450 458 n/a 463 469 n/a 474 475 475 476 476 477

Ch 14 Conflict and negotiation

452 482 Ch 15 in the 13th Ed.

A definition of Conflict 454 484 Transitions of Conflict Thought 454 485 The Traditional View of Conflict 455 485 The Interactionist View of Conflict 455 486 section "The Human Relations view of Conflict" in the 13th ed on top of pg. 486 is not in the 14th ed Resolution Focused View of Conflict 456 n/a three paragrahs not in the 13th ed. The Conflict Process 457 486 Stage I: Potential Opposition or Incompatibility 457 486 Stage II: Cognition and Personalization 459 489 Stage III: Intentions 459 489 Stage IV: Behavior 461 491 Stage V: Outcomes 462 492 Negotion 465 495 Bargaining Strategies 466 496 The Negotiation Process 470 499 individual Differences in Negotiation Effectiveness 471 501 Third-Party Negotiations 473 503 Global Implications 475 504 Conflict and Culture 475 504 Cultural Differences in Negotiations 475 505 Summary and Implications for Managers 476 505 Self-Assessment Library - What's My Preferred Conflict-Handling Style? OB Poll - When to Mention Salary? Myth or Science - "When Selling in an Auction, Start the Bidding high" International OB - Negotiating Emotions Across Cultures Self-Assessment Library - What's My Negotiating Style? An Ethical Choice - Sharing your Salary Point/Counterpoint - Conflict Benefits Organizations Questions for Review Experiential Exercise - a Negotiation Role Play Ethical Dilemma - is It Unethical to Lie During Negotiations? Case Incident 1 - David Out-negotiating Goliath: Apotex and Bristol-Myers Squibb Case Incident 2 - Mediation: Master Solution to employment Disputes? 454 466 468 473 473 474 478 479 479 480 480 481 484 n/a n/a n/a 502 n/a 508 509 509 510 510 n/a

Ch 15 Foundations of Organization Structure

What is Organizational Structure? Work Specialization Departmentalization Chain of Command Span of Control Centralization and Decentralization Formalization Common Organizational Designs The Simple Structure The Bureaucracy The Matrix Structure New Design Options The Virtual Organization The Boundaryless Organization The Leaner Organization: Organization Downsizing Why Do Structures Differ? Strategy Organization Size Technology Environment Organizational Designs and Employee Behavior Global implications Summary and Implications for managers

486 516 Ch 16 in the 13th ed.

488 519 488 519 490 521 491 522 492 523 493 524 493 524 494 526 494 526 495 527 496 529 499 530 499 530 501 532 501 n/a Bout a page worth of info not in the 13th ed. 503 534 504 534 505 535 505 536 506 537 508 539 509 540 510 541 488 493 494 497 503 507 512 513 513 513 514 515 518 524 n/a n/a n/a 538 n/a 544 544 544 545 n/a

Self-Assessment Library - Do I Like Bureaucracy? Self-Assessment Library - How Willing Am I to Delegate? An Ethical Choice - "I fell into a Big Black Hole" International OB - Structuring Organizations Across National Borders OB Poll - Are you Currently downsizing? Myth or Science? - "People are Our Most Important Asset" Point/Counterpoint - Mergers Are An Excellent Way to Get Rid of Employees Questions for Review Experiential Exercise - Authority figures Ethical Dilemma - How Much Shoul Directors Direct? Case incident 1 - Can a Structure Be too Flat? Case Incident 2 - Siemens' Simple Structure-Not

Ch 16 Organizational Culture
What is Organizational Culture? A Definition of Organizational culture Culture is a descriptive Term Do Organizations Have uniform Cultures? Strong versus Weak Cultures Culture Versus Formalization What do Cultures Do? Culture's Functions Culture Creates Climate

518 548 Is Ch 17 in the 13th Ed.

520 551 520 551 521 552 522 553 522 554 522 554 523 555 523 555 524 n/a 2 paragraphs Culture as a Liability 524 556 subsection "Institutionalization" in the 14th ed is included here, it is one paragraph from the section "Institutionalization: A Forerunner of Culture" on pg 550 in the 13th ed. Creating And Sustaining Culture 526 558 how a Culture Begins 526 558 keeping a Culture Alice 527 559 Summary: How Cultures form 530 563 How Employees Learn Culture 530 564 Stories 531 564 rituals 531 564 material Symbols 531 564 Language 532 565 Creating an Ethical Organization Culture 532 566 Creating a Positive Organization Culture 533 567 Spirituality and Organizational Culture 536 570 What is Spirituality? 536 570 Why Spirituality now? 537 570 Characteristics of a Spiritual Organization 537 570 Criticisms of Spirituality 539 572 Global Implications 539 573 Summary and implications for Managers 541 573 Self-Assessment Library - What's the right Organizational Culture for Me? International OB - Managing Across Organizational boundaries Myth or Science? - "People Socialize Themselves" OB Poll - Is your Organization's Culture Religious, Secular, or Somewhere in-between? Self-Assessment Library - How Spiritual Am I? An Ethical Choice - working in a Spiritual Culture Point/counterpoint - Organizational Cultures Can't Be Changed 520 523 526 536 538 540 543 550 n/a 558 n/a 572 n/a 575

Questions for Review 544 576 Questions numbered from 13th to 14th ed. So number 2 in the 13th ed is number 1 (2-1) in the 14th, ect. 2-1, 32, 4-3, 5-4, 6-5, 7-6, 8-7, 9-8 Experiential Exercise - Rate your Classroom Culture 544 576 Ethical Dilemma - is There Room for Snooping in an Organization's Culture? 545 577 Case incident 1 - Mergers Don't always Lead to Culture Clashes 545 577 Case Incident 2 - Google and P&G Swap Employees 546 n/a

Ch 17 Human Resource Policies and Practices

Selection Practices How the Selection Process Works initial Selection Substantive Selection Contingent Selection Training and Development Programs types of Training Training Methods Individualizing Formal Training to Fit the Employee's Learning Style Evaluating Effectiveness Performance Evaluation what is Performance?

552 582 Is Ch 18 in the 13th Ed.

554 585 554 585 555 585 556 587 560 589 560 590 560 591 562 593 563 594 564 594 564 595 565 n/a two paragraphs and three key terms Purposes of Performance Evaluation 565 595 what Do We Evaluat? 565 595 Who Should Do the Evaluating? 566 596 Methods of Performance Evaluation 567 598 Suggestions for Improving Performance Ecaluations 569 600 Providing Performance Feedback 571 601 Managing Work-life conflicts in Organizations 572 602 this is called "work-life Conflicts" in the 13th ed, and the few paragraphs befor it under section "Managing Diversity in Organizations" starting on pg. 602 do not occur in the 14th ed. Global Implications 574 605 recruiting and Selection 574 605 Called "selection" Training and Development 575 n/a Performance Evaluation Summary and Implications for Managers Self-Assessment Library - How Much do I know About human Resource Management (HRM)? International OB - Does Personality Testing Work Outside the united States? Myth or Science? - "It's First Impressions That Count" An Ethical Choice - Is Honesty The Best Policy in Getting a job? Self-Assessment Library - How Good Am I at Giving Performance Feedback? Point/Counterpoint - Telecommuting Makes good Business Sense OB Poll - employer concern over Resume Gaps 575 576 554 558 559 570 572 578 579 606 607 585 n/a 589 n/a 602 609 n/a

Questions for Review 579 610 question 8 is different and a there is a question number 10 in the 14th ed that is not in the 13th. Experiential Exercise = Evaluating Performance and Providing Feedback 579 610 Ethical Dilemma - is It Unethical to "Shape" your Resume? 580 610 Case Incident 1 - Peering into your Past 580 n/a Case incident 2 - Job Candidates Without Strong SAT Scores Need not Apply 581 611

Ch 18 Organizational Change and Stress Management

Forces for Change Planned Change Resistance to Change Overcoming Resistance to Change The Politics of Change Approaches to managing Organizational Change Lewin's Three-step model kotter's Eight-Step plan for Implementing Change Action Research Organizational Development Creating a Culture for Change Stimulating a Culture of Innovation Creating a Learning Organization Work Sress and Its Management What is Stress? Potential Sources of Stress Individual Differences consequences of Stress Managing Stress Global Implications Summary And Implications for Managers Self-Assessment Library = How Well Do I Respond to Turbulent Change? OB Poll - Stress Gap Myth or Science? - "Job Stress Can Kill You" Self-Assessment Library - How Stressful Is My Life? an Ethical Choice - your Responsibility to your Stress international OB - Coping With Stress: East and West Point/Counterpoint - Managing Change is an Episodic Activity Questions for Review Experiential Exercise - power and the Changing environment Ethical Dilemma = Stressing Out Employees is your Job Case incident 1 - Innovation-and Continuity- at Toyota Case Incident 2 - The Rise of Extreme Jobs

588 616 Ch 19 in the 13th Ed.

590 591 592 594 595 596 596 597 597 598 602 603 604 606 607 608 611 612 614 617 619 590 606 609 612 613 614 620 621 621 622 622 623 619 620 622 623 625 625 625 627 628 628 633 633 635 637 637 638 641 642 644 647 648 619 n/a n/a 642 n/a 644 650 651 651 652 n/a 653