Organizational Beh.
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Stephen P. Robbins
—San Diego State University
Timothy A. Judge
—University of Notre Dame
PEARSON
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Preface 22
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1 What Is Organizational Behavior? 3 7
The Importance of Interpersonal Skills 38 What Managers Do 39 Management Functions 40 • Management Roles 40 • Management Skills 42 • Effective versus Successful Managerial Activities 42 • A Review of the Manager 's Job 43 Enter Organizational Behavior 44 Complementing Intuition with Systematic Study 45 Disciplines That Contribute to the OB Field 47 Psychology 48 • Social Psychology 48 • Sociology 48 • Anthropology 48 There Are Few Absolutes in OB 48 Challenges and Opportunities for OB 49 Responding to Economic Pressures 49 • Responding to Globalization 50 • Managing Workforce Diversity 52 • Improving Customer Service 52 • Improving People Skills 53 • Stimulating Innovation and Change 54 • Coping with "Temporariness" 54 • Working in Networked Organizations 54 • Helping Employees Balance Work-Life Conflicts 55 • Creating a Positive Work Environment 56 • Improving Ethical Behavior 56 Coming Attractions: Developing an OB Mode! 57 An Overview 57 • Inputs 58 • Processes 59 • Outcomes 59 Summary and Implications for Managers 64
Self-Assessment Library How Much Do I Know About Organizational Behavior? 38 M y t h or Science? "Most Acts of Workplace Bullying Are Men Attacking Women" 46 An Ethical C h o k e Can You Learn from Failure? 58 glOBalization! Does National Culture Affect Organizational Practices? 64 Point/Counterpoint Lost in Translation? 65 Questions for Review 66 Experiential Exercise Workforce Diversity 66 Ethical Dilemma Jekyll and Hyde 67 Case Incident 1 "Lessons for 'Undercover ' Bosses" 68 Case Incident 2 Era of the Disposable Worker? 69
CONTENTS
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o
O
L
Stephen P. Robbins
—San Diego State University
Timothy A. Judge
—University of Notre Dame
PEARSON
Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Preface 22
1
1 What Is Organizational Behavior? 3 7
The Importance of Interpersonal Skills 38 What Managers Do 39 Management Functions 40 • Management Roles 40 • Management Skills 42 • Effective versus Successful Managerial Activities 42 • A Review of the Manager 's Job 43 Enter Organizational Behavior 44 Complementing Intuition with Systematic Study 45 Disciplines That Contribute to the OB Field 47 Psychology 48 • Social Psychology 48 • Sociology 48 • Anthropology 48 There Are Few Absolutes in OB 48 Challenges and Opportunities for OB 49 Responding to Economic Pressures 49 • Responding to Globalization 50 • Managing Workforce Diversity 52 • Improving Customer Service 52 • Improving People Skills 53 • Stimulating Innovation and Change 54 • Coping with "Temporariness" 54 • Working in Networked Organizations 54 • Helping Employees Balance Work-Life Conflicts 55 • Creating a Positive Work Environment 56 • Improving Ethical Behavior 56 Coming Attractions: Developing an OB Mode! 57 An Overview 57 • Inputs 58 • Processes 59 • Outcomes 59 Summary and Implications for Managers 64
Self-Assessment Library How Much Do I Know About Organizational Behavior? 38 M y t h or Science? "Most Acts of Workplace Bullying Are Men Attacking Women" 46 An Ethical C h o k e Can You Learn from Failure? 58 glOBalization! Does National Culture Affect Organizational Practices? 64 Point/Counterpoint Lost in Translation? 65 Questions for Review 66 Experiential Exercise Workforce Diversity 66 Ethical Dilemma Jekyll and Hyde 67 Case Incident 1 "Lessons for 'Undercover ' Bosses" 68 Case Incident 2 Era of the Disposable Worker? 69
CONTENTS
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