Essentials of Organizational Behavior
An Evidence-Based Approach
- Terri A. Scandura - University of Miami, USA
Organizational Behavior
Essentials of Organizational Behavior equips you with the theory, research, and skills you need to be an effective leader and manager in today’s organisations. Author Terri A. Scandura utilizes a toolkit of real-life case studies, assessments, and exercises to teach you how organisational behaviour can improve performance at every level in the workplace. With an emphasis on developing critical thinking skills and applying research to real scenarios, this book is a must-have resource for any student looking to enter the professional workforce.
Structured around key aspects of organisational behaviour, the author explores individuals in organisations, managers as motivators, managers as relationship builders, cross-cultural differences, and managers as change agents. Alongside, ‘Leadership Implications’ in each chapter help you understand how to use organisational behaviour concepts to become a more effective leader and act as motivator, relationship builder, and agent of change in your organisation.
Features:
- An evidence-based approach introduces you to theories, models, and concepts that are validated by research, focusing on contemporary approaches that work
- Chapter Toolkits include real-world Case Studies, Self-Assessments, and Exercises that allow you to practice applying organisational behaviour concepts to real organizations and your own life
- An appendix on research designs explores different types of methods and how they are used in organisational behaviour.
Get the SAGE edge!
SAGE edge offers a robust online environment featuring an impressive array of free tools and resources for review, study, and further exploration, keeping both instructors and students on the cutting edge of teaching and learning. Learn more at edge.sagepub.com/scandura.
| Chapter Learning Objectives |
| A Crisis of Leadership? |
| What is Organizational Behavior? |
| Evidence-Based Management |
| What is Critical Thinking? |
| The Scientific Method |
| Outcome Variables in Organizational Behavior |
| Levels of Analysis in Organizational Behavior |
| How Organizational Behavior Can Increase Employee Performance |
| Toward More Effective Organizational Leaders: Plan for this Textbook |
| Leadership Implications: Thinking Critically |
| Chapter Learning Objectives |
| Have Leaders Lost their Followers’ Trust? |
| What is Leadership? |
| Full Range Leadership Development |
| Leader-Member Exchange (LMX) |
| The Importance of Trust |
| Power and Influence |
| Organizational Politics and Political Skill |
| Ethical Leadership |
| Servant and Authentic Leadership |
| Leadership Implications: Developing Relationships and Leading Ethically |
| Chapter Learning Objectives |
| The Right Stuff at the Wrong Time |
| What is Personality? |
| Psychological Capital |
| Emotions and Moods at Work |
| Neuroscience |
| Diversity |
| Generations at the Workplace |
| Leading Diverse Followers |
| Mindfulness |
| Leadership Implications: Embracing Diversity |
| Chapter Learning Objectives |
| Job Satisfaction: A Downward Trend |
| What is an Attitude? |
| Do Attitudes Matter? |
| Job Satisfaction |
| Job Search Attitudes |
| Organizational Commitment |
| Perceived Organizational Support |
| Psychological Empowerment |
| Leadership Implications: Creating Meaning at Work |
| Chapter Learning Objectives |
| Would you be Happier if You Were Richer? |
| What is Perception? |
| Understanding Why People Don’t See Eye to Eye |
| Attribution Theory |
| The Romance of Leadership |
| The Pygmalion Effect |
| Employability: How Potential Employers Perceive You |
| Leadership Implications: Leading Followers with Differing Perceptions |
| Chapter Learning Objectives |
| The Importance of Decisions |
| Decision Processes and Organizational Performance |
| The Rational Decision-Making Model |
| Prospect Theory |
| Intuition |
| Decision Traps |
| Creative Problem Solving |
| Leadership Implications: How Leaders Support Creativity |
| Chapter Learning Objectives |
| Do You Have Grit? |
| What is Motivation? |
| Need Theories |
| Goal Setting |
| Job Characteristics Theory |
| The Importance of Fairness |
| Expectancy Theory |
| Path-Goal Theory |
| Leadership Implications: Leaders as Motivators |
| Chapter Learning Objectives |
| The Meaning of Money |
| Reinforcement Theory |
| Social Learning Theory |
| Intrinsic vs. Extrinsic Rewards |
| What Money Can and Cannot Do |
| Performance Management |
| Problems with Performance Reviews |
| Feedback Seeking |
| Leadership Implications: Motivating with Rewards |
| Chapter Learning Objectives |
| Why Teams Matter: “The Orange Revolution” |
| What is a Team? |
| Team Purpose |
| Team Development |
| Team Effectiveness |
| Cohesion |
| Team Norms |
| Team Mental Models |
| Participation in Team Decisions |
| Team Decision Making Methods |
| Team Challenges |
| Leadership Implications: Empowering the Team |
| Chapter Learning Objectives |
| What are CEOs Getting Coaching For? |
| What is Conflict? |
| Conflict Resolution Styles |
| Team Conflict and Performance |
| Third-Party Interventions |
| Resolving Conflict Across Cultures |
| Negotiation |
| Leadership Implications: Perspective Taking |
| Chapter Learning Objectives |
| “Thin-Slicing” a Conversation |
| What is Organizational Communication? |
| Barriers to Effective Communication |
| Communication Networks |
| Electronic Communication |
| Cross-Cultural Communication |
| Nonverbal Communication |
| Silence |
| Leadership Implications: The Management of Meaning |
| Chapter Learning Objectives |
| Global Diversity: A Key Workforce Trend |
| What is Culture? |
| High-Context Versus Low-Context Cultures |
| Hofstede’s Cultural Values |
| GLOBE Studies of Cross-Cultural Leadership |
| Cultural Tightness-Looseness |
| Developing Global Leaders |
| Culture Shock |
| Cross-Cultural Adjustment for Expatriates |
| Leadership Implications: “Explain Before Blame” |
| Chapter Learning Objectives |
| “Road Warriors” |
| What is Stress? |
| Stress and Organizational Performance |
| Stress and Organizational Change |
| Sources of Work-Related Stress |
| Stress Episode |
| Stress is a Global Concern |
| Coping |
| Preventative Stress Management in Organizations |
| Leadership Implications: Helping Employees Cope |
| Chapter Learning Objectives |
| When Elephants Learn to Dance |
| What is Organizational Culture? |
| National Culture and Organizational Culture |
| Strong Organizational Cultures |
| Socialization |
| How Employees Learn Culture |
| Organizational Climate |
| Leadership Implications: Changing Organizational Culture |
| Chapter Learning Objectives |
| Helping Employees Embrace Change |
| Forces Driving Organizational Change |
| Planned Organizational Change |
| Organizational Subsystems Involved in Planned Change |
| Organizational Development |
| Resistance to Change |
| Leading Change |
| Effective Change Implementation |
| Leadership Implications: Creating Learning Organizations |
Supplements
Give your students the SAGE edge!
SAGE edge offers a robust online environment featuring an impressive array of free tools and resources for review, study, and further exploration, keeping both instructors and students on the cutting edge of teaching and learning. Learn more at edge.sagepub.com/scandura.
SAGE edge for Instructors supports teaching by making it easy to integrate quality content and create a rich learning environment for students.
- Test banks provide a diverse range of pre-written options as well as the opportunity to edit any question and/or insert personalized questions to effectively assess students’ progress and understanding
- Editable, chapter-specific PowerPoint® slides offer complete flexibility for creating a multimedia presentation for the course
- EXCLUSIVE! Access to full-text SAGE journal articles have been carefully selected to support and expand on the concepts presented in each chapter to encourage students to think critically
- Multimedia content appeals to students with different learning styles
- Lecture notes align with PowerPoint slides and summarize key concepts by chapter
- Sample answers to in-text questions ease preparation for lectures and class discussions
- Suggested course projects are designed to promote students’ in-depth engagement with course material.
- Lively and stimulating ideas for class activities that can be used in class to reinforce active learning. The activities apply to individual or group projects.
- Teaching notes for cases are designed for instructors to expand questions to students, or initiate class discussion.
- A Course cartridge provides easy LMS integration
SAGE edge for Students provides a personalized approach to help you accomplish your coursework goals in an easy-to-use learning environment.
- Mobile-friendly eFlashcards strengthen your understanding of key terms and concepts
- Mobile-friendly practice quizzes allow you to independently assess your mastery of course material
- A complete online action plan includes tips and feedback on your progress and allows you to individualize your learning experience
- Chapter summaries with learning objectives reinforce the most important material
- Videos and multimedia resources with critical thinking questions facilitate further exploration of topics
- EXCLUSIVE! Access to full-text SAGE journal articles that have been carefully chosen to support and expand on the concepts presented in each chapter
We have decided to adopt this book as a supplementary text due to a wide range of organizational behavioral concepts contained. Very happy about this!
