I.

The Individual

A. Diversity in Organizations
Diversity
Demographic Characteristics of the U.S. Workforce • Levels of Diversity
• Discrimination
Biographical Characteristics
Age • Sex • Race and Ethnicity • Disability • Other
Biographical Characteristics: Tenure, Religion, Sexual Orientation, and
Gender Identity
Ability
Intellectual Abilities • Physical Abilities • The Role of Disabilities
Implementing Diversity Management Strategies
Attracting, Selecting, Developing, and Retaining Diverse
Employees • Diversity in Groups • Effective Diversity Programs

B. 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 Satisfied Are People in Their Jobs? •
What Causes Job Satisfaction? • The Impact of Satisfied and Dissatisfied
Employees on the Workplace

C. 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 • Emotion Regulation
OB Applications of Emotions and Moods
Selection • Decision Making • Creativity • Motivation • Leadership •
Negotiation • Customer Service • Job Attitudes • Deviant Workplace
Behaviors • Safety and Injury at Work • How Managers Can Influence
Moods

D. Personality and Values

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
International Values

E. Perception and Individual Decision Making

 What Is Perception?
Factors That Influence Perception
Person Perception: Making Judgments About Others
Attribution Theory • Common Shortcuts in Judging Others • Specific
Applications of Shortcuts in Organizations
The Link Between Perception and Individual Decision Making
Decision Making in Organizations
The Rational Model, Bounded Rationality, and Intuition • Common
Biases and Errors in Decision Making
Influences on Decision Making: Individual Differences and
Organizational
Constraints
Individual Differences • Organizational Constraints
What About Ethics in Decision Making?
Three Ethical Decision Criteria • Improving Creativity in Decision
Making

F. Motivation Concepts
Defining 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 • Job Engagement • Goal-Setting
Theory • Self-Efficacy Theory • Reinforcement Theory • Equity
Theory/Organizational Justice • Expectancy Theory
Integrating Contemporary Theories of Motivation

G. Motivation: From Concepts to Application

Motivating by Job Design: The Job Characteristics Model
The Job Characteristics Model • How Can Jobs Be Redesigned? •
Alternative Work Arrangements • 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: Establishing a Pay Structure • How to Pay: Rewarding
Individual Employees Through Variable-Pay Programs • Flexible
Benefits: Developing a Benefits Package • Intrinsic Rewards: Employee
Recognition Programs

II. The Group

A. 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, Cohesiveness, and
Diversity
 Group Property 1: Roles • Group Property 2: Norms • Group Property
3: Status • Group Property 4: Size • Group Property 5:
Cohesiveness • Group Property 6: Diversity
Group Decision Making
Groups versus the Individual • Groupthink and Groupshift • Group
Decision-Making Techniques

B. Understanding Work Teams

Differences Between Groups and Teams
Types of Teams
Problem-Solving Teams • Self-Managed Work Teams • Cross-Functional
Teams • Virtual Teams
Creating Effective Team
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 Incentives to Be a Good Team Player

C. 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
Persuasive Communications 351
Automatic and Controlled Processing • Interest Level • Prior Knowledge
• Personality • Message Characteristics
Barriers to Effective Communication 353
Filtering • Selective Perception • Information Overload • Emotions •
Language • Silence • Communication Apprehension • Lying
Global Implications 356
Cultural Barriers • Cultural Context

D. Leadership
What Is Leadership?
Trait Theories
Behavioral Theories
Summary of Trait Theories and Behavioral Theories
Contingency Theories
The Fiedler Model • Other Contingency Theories
Leader–Member Exchange (LMX) Theory
Charismatic Leadership and Transformational Leadership
Charismatic Leadership • Transformational Leadership
 Authentic Leadership: Ethics and Trust
What Is Authentic Leadership? • Ethics and Leadership • Servant
Leadership • Trust and Leadership • How Is Trust Developed? • Trust as
a Process • What Are the Consequences of Trust?
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

E. Power and Politics

A Definition of Power
Contrasting Leadership and Power
Bases of Power
Formal Power • Personal Power • Which Bases of Power Are Most
Effective? • Power and Perceived Justice
Dependence: The Key to Power
The General Dependence Postulate • What Creates Dependence?
Power Tactics
Sexual Harassment: Unequal Power in the Workplace
Politics: Power in Action
Definition of Organizational Politics • The Reality of Politics
The Ethics of Behaving Politically

F. Conflict and Negotiation

A Definition of Conflict
Transitions in Conflict Thought
The Traditional View of Conflict • The Interactionist View of Conflict •
Resolution-Focused View of Conflict
The Conflict Process
Stage I: Potential Opposition or Incompatibility • Stage II: Cognition and
Personalization• Stage III: Intentions • Stage IV: Behavior • Stage V:
Outcomes
Negotiation
Bargaining Strategies • The Negotiation Process • Individual Differences
in Negotiation Effectiveness • Third-Party Negotiations

G. 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: Downsizing
Why Do Structures Differ?
Organizational Strategy • Organization Size • Technology • Environment
Organizational Designs and Employee Behavior
III. The Organizational System
A. Organizational Culture
What Is Organizational Culture?
A Definition of Organizational Culture • Strong versus Weak Cultures •
Culture versus Formalization
What Do Cultures Do?
Culture’s Functions • Culture Creates Climate
Creating and Sustaining Culture
How a Culture Begins • Keeping a Culture Alive
How Employees Learn Culture
Creating an Ethical Organizational Culture
Creating a Positive Organizational Culture
Spirituality and Organizational Culture
What Is Spirituality? • Why Spirituality Now? • Characteristics of a
Spiritual Organization • Achieving a Spiritual Organization• Criticisms of
Spirituality

B. 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 Stress and Its Management
What Is Stress? • Potential Sources of Stress • Individual Differences •
Cultural Differences • Consequences of Stress • Managing Stress