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Solution Manual for Organizational Behavior: Bridging Science and Practice Version 3.0

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Product Details:

  • ISBN-10 ‏ : ‎ 1453391975
  • ISBN-13 ‏ : ‎ 978-1453391976
  • Author:   Talya Buer (Author), Berrin Erdogan (Author)

When purchased from FlatWorld (the publisher), this Color Print Textbook includes Online Access, Quizzes, Flashcards and Homework (if professor uses Homework system). Online textbook is accessible. By expertly weaving together the equally important strands of management theory and practice, Organizational Behavior: Bridging Science and Practice provides students with the key vocabulary, conceptual frameworks, and critical thinking skills necessary to diagnose work-based interactions, ask pertinent questions, evaluate gathered data, and act in an effective and ethical manner regardless of situational characteristics.

 

Table of Content:

  1. Chapter 1: Organizational Behavior
  2. 1.1: Employee Engagement in Organizational Change Toward B Corp Status: The Case of Townshend’s Te
  3. 1.2: Understanding Organizational Behavior
  4. About This Book
  5. What Is Organizational Behavior?
  6. Why Organizational Behavior Matters
  7. Adding to Your OB Toolbox
  8. Isn’t OB Just Common Sense?
  9. 1.3: Learning and Retention
  10. Learning and Retaining Information
  11. Learning Style Preferences
  12. Internships as Learning Opportunities
  13. 1.4: Organizational Behavior Research Methods
  14. Research Concepts, Tools, and Approaches
  15. Surveys
  16. Field Studies
  17. Laboratory Studies
  18. Case Studies
  19. Meta-Analysis
  20. Machine Learning
  21. Measurement Issues in OB
  22. Analytics
  23. 1.5: Trends Influencing Organizational Behavior
  24. Challenges and Opportunities
  25. Ethical Challenges
  26. Online Data Privacy Concerns
  27. Lack of Employee Engagement
  28. Technology: Processing Power, Billions of Emails, and Automation
  29. Uneven Information Quality
  30. Sustainability and Green Business Practices
  31. Aging Workforce
  32. The Global Marketplace for Staffing
  33. 1.6: Maintaining a Customer Service Culture: The Case of Les Schwab Tires
  34. 1.7: Conclusion
  35. 1.8: Exercises
  36. Endnotes
  37. Chapter 2: Diversity in the Workplace
  38. 2.1: Equality as a Core Value: The Case of Salesforce.com
  39. 2.2: Demographic Diversity
  40. Benefits of Diversity and Inclusion
  41. Higher Creativity in Decision Making
  42. Better Understanding and Service of Customers
  43. More Satisfied Workforce
  44. Higher Stock Prices
  45. Lower Litigation Expenses
  46. Higher Company Performance
  47. Challenges of Diversity
  48. Similarity-Attraction Phenomenon
  49. Faultlines
  50. Stereotypes and Unconscious Biases
  51. Specific Diversity Issues
  52. Gender Diversity in the Workplace
  53. Earnings Gap
  54. Glass Ceiling
  55. Sexual Harassment
  56. Race Diversity in the Workplace
  57. Age Diversity in the Workplace
  58. Religious Diversity in the Workplace
  59. Employees with Disabilities in the Workplace
  60. Sexual Orientation Diversity in the Workplace
  61. Suggestions for Managing Demographic Diversity
  62. Build an Inclusive Culture
  63. Make Managers Accountable for Diversity
  64. Diversity Training Programs
  65. Review Recruitment Practices
  66. Affirmative Action Programs
  67. 2.3: Cultural Diversity
  68. Individualism-Collectivism
  69. Power Distance
  70. Uncertainty Avoidance
  71. Aggressive-Nurturing (Masculinity–Femininity)
  72. Suggestions for Managing Cultural Diversity
  73. Help Employees Build Cultural Intelligence
  74. Avoid Ethnocentrism
  75. Listen to Locals
  76. Recognize That Culture Changes
  77. Do Not Always Assume That Culture Is the Problem
  78. 2.4: The Role of Ethics and National Culture
  79. Diversity and Ethics
  80. Diversity Around the Globe
  81. 2.5: Managing Diversity for Success: The Case of IBM
  82. 2.6: Conclusion
  83. 2.7: Exercises
  84. Endnotes
  85. Chapter 3: Understanding People at Work: Individual Differences and Perception
  86. 3.1: Hiring for Match: The Case of Netflix
  87. 3.2: The Interactionist Perspective: The Role of Fit
  88. 3.3: Individual Differences: Values and Personality
  89. Values
  90. Personality
  91. Big Five Personality Traits
  92. Myers-Briggs Type Indicator
  93. Positive and Negative Affectivity
  94. Self-Monitoring
  95. Proactive Personality
  96. Self-Esteem
  97. Self-Efficacy
  98. Locus of Control
  99. Personality Testing in Employee Selection
  100. 3.4: Perception
  101. Visual Perception
  102. Self-Perception
  103. Social Perception
  104. Attributions
  105. 3.5: The Role of Ethics and National Culture
  106. Individual Differences and Ethics
  107. Individual Differences Around the Globe
  108. 3.6: Using Big Data to Match Applicants to Jobs: The Case of Cornerstone OnDemand
  109. 3.7: Conclusion
  110. 3.8: Exercises
  111. Endnotes
  112. Chapter 4: Individual Attitudes and Behaviors
  113. 4.1:  Fostering Positive Job Attitudes and Professional Development: The Case of Enterprise Holding
  114. 4.2: Work Attitudes
  115. What Causes Positive Work Attitudes?
  116. Personality
  117. Person–Environment Fit
  118. Job Characteristics
  119. Psychological Contract
  120. Organizational Justice
  121. Relationships at Work
  122. Stress
  123. Work-Life Balance
  124. Consequences of Positive Work Attitudes
  125. Assessing Work Attitudes in the Workplace
  126. 4.3: Work Behaviors
  127. Job Performance
  128. What Are the Major Predictors of Job Performance?
  129. Organizational Citizenship Behaviors
  130. Absenteeism
  131. Turnover
  132. 4.4: The Role of Ethics and National Culture
  133. Job Attitudes, Behaviors, and Ethics
  134. Job Attitudes Around the Globe
  135. 4.5: People Come First: The Case of SAS
  136. 4.6: Conclusion
  137. 4.7: Exercises
  138. Endnotes
  139. Chapter 5: Theories of Motivation
  140. 5.1: Creating Happiness Through Motivation: The Case of The Walt Disney Company
  141. 5.2: Need-Based Theories of Motivation
  142. Maslow’s Hierarchy of Needs
  143. ERG Theory
  144. Two-Factor Theory
  145. Acquired-Needs Theory
  146. 5.3: Process-Based Theories
  147. Equity Theory
  148. What Are Inputs and Outcomes?
  149. Who Is the Referent?
  150. Reactions to Unfairness
  151. Overpayment Inequity
  152. Individual Differences in Reactions to Inequity
  153. Fairness Beyond Equity: Procedural and Interactional Justice
  154. Expectancy Theory
  155. Influencing Expectancy Perceptions
  156. Influencing Instrumentality Perceptions
  157. Influencing Valence
  158. Reinforcement Theory
  159. Reinforcement Interventions
  160. Reinforcement Schedules
  161. 5.4: The Role of Ethics and National Culture
  162. Motivation and Ethics
  163. Motivation Around the Globe
  164. 5.5: A Motivating Place to Work: The Case of Zappos
  165. 5.6: Conclusion
  166. 5.7: Exercises
  167. Endnotes
  168. Chapter 6: Designing a Motivating Work Environment
  169. 6.1: Retail with a Purpose: The Case of REI
  170. 6.2: Motivating Employees Through Job Design
  171. Importance of Job Design
  172. Scientific Management and Job Specialization
  173. Alternatives to Job Specialization
  174. Job Characteristics Model
  175. Empowerment
  176. 6.3: Motivating Employees Through Goal Setting
  177. Goal-Setting Theory
  178. Setting SMART Goals
  179. Specific and Measurable
  180. Aggressive
  181. Realistic
  182. Time-Bound
  183. Why Do SMART Goals Motivate?
  184. When Are Goals More Effective?
  185. Feedback
  186. Ability
  187. Goal Commitment
  188. Are There Downsides to Goal Setting?
  189. Ensuring Goal Alignment Through Management by Objectives (MBO)
  190. 6.4: Motivating Employees Through Performance Appraisals
  191. What Is Performance Management?
  192. What Is the Purpose of a Performance Appraisal?
  193. Who Is the Rater?
  194. What Makes an Effective Appraisal System?
  195. Absolute Rating versus Relative Ranking Appraisals
  196. Conducting the Appraisal Meeting
  197. Managing Potential Bias in Performance Appraisals
  198. Liking
  199. Leniency
  200. Stereotypes
  201. 6.5: Motivating Employees Through Performance Incentives
  202. Performance Incentives
  203. Piece Rate Systems
  204. Individual Bonuses
  205. Merit Pay
  206. Sales Commissions
  207. Employee Recognition Awards
  208. Team Bonuses
  209. Gainsharing
  210. Profit Sharing
  211. Stock Options
  212. 6.6: The Role of Ethics and National Culture
  213. Designing a Motivating Work Environment and Ethics
  214. Designing a Motivating Work Environment Around the Globe
  215. 6.7: Motivating Steel Workers Works: The Case of Nucor
  216. 6.8: Conclusion
  217. 6.9: Exercises
  218. Endnotes
  219. Chapter 7: Managing Stress and Emotions
  220. 7.1: Managing Stress and Emotions: The Case of NASA’s Mission to Mars
  221. 7.2: What Is Stress?
  222. Models of Stress
  223. General Adaptation Syndrome
  224. Demand-Control Model
  225. Job Demands-Resources (JD-R) Model
  226. Causes of Stress at Work
  227. Role Demands
  228. Information Overload
  229. Work-Life Conflict
  230. Interpersonal Stressors
  231. Life Changes
  232. Unemployment and Job Insecurity
  233. Organizational Change
  234. Anticipatory Stress and Rumination
  235. Outcomes of Stress
  236. Physiological
  237. Psychological
  238. Work Outcomes
  239. Individual Differences in Experienced Stress
  240. 7.3: Managing Stress
  241. Individual Approaches to Managing Stress
  242. The Corporate Athlete
  243. Flow
  244. Diet
  245. Exercise
  246. Detachment and Relaxation
  247. Mindfulness and Meditation
  248. Psychological Coping
  249. Create a Social Support Network
  250. Time Management
  251. Organizational Approaches to Managing Stress
  252. Give Employees Autonomy
  253. Create Fair Work Environments
  254. Provide Social Support
  255. Telecommuting
  256. Training
  257. Employee Sabbaticals
  258. Employee Assistance Programs
  259. Wellness Programs
  260. 7.4: What Are Emotions?
  261. Types of Emotions
  262. Emotional Contagion
  263. 7.5: Emotions at Work
  264. Emotions Affect Attitudes and Behaviors at Work
  265. Emotional Labor
  266. Emotional Intelligence
  267. 7.6: The Role of Ethics and National Culture
  268. Emotions and Ethics
  269. Stress and Emotions Around the Globe
  270. 7.7: Facing Foreclosure: The Case of Camden Property Trust
  271. 7.8: Conclusion
  272. 7.9: Exercises
  273. Endnotes
  274. Chapter 8: Communication
  275. 8.1: Instant Messaging in the Workplace: The Case of Slack
  276. 8.2: Understanding Communication
  277. The Communication Process
  278. 8.3: Communication Barriers
  279. Barriers to Effective Communication
  280. Filtering
  281. Selective Perception
  282. Information Overload and the Illusion of Multitasking
  283. Emotional Disconnects
  284. Lack of Source Familiarity or Credibility
  285. Workplace Gossip
  286. Semantics
  287. Gender Differences in Communication
  288. Biased Language
  289. Poor Listening and Active Listening
  290. 8.4: Different Types of Communication
  291. Types of Communication
  292. Verbal Communication
  293. Storytelling
  294. Crucial Conversations
  295. Written Communication
  296. Nonverbal Communication
  297. Body Language
  298. Eye Contact
  299. Facial Expressions
  300. Posture
  301. Touch
  302. Space
  303. Communication Channels
  304. Direction of Communication Within Organizations
  305. External Communications
  306. Press Releases
  307. Ads
  308. Web Pages
  309. Customer Communications
  310. 8.5: The Role of Ethics and National Culture
  311. Ethics and Communication
  312. Cross-Cultural Communication
  313. 8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones
  314. 8.7: Conclusion
  315. 8.8: Exercises
  316. Endnotes
  317. Chapter 9: Managing Groups and Teams
  318. 9.1: Four Generations of Teamwork: The Case of the Lego Group
  319. 9.2: Group Dynamics
  320. Types of Groups: Formal and Informal
  321. Stages of Group Development
  322. Forming, Storming, Norming, and Performing
  323. Forming
  324. Storming
  325. Norming
  326. Performing
  327. Adjourning
  328. The Punctuated-Equilibrium Model
  329. Cohesion
  330. Can a Group Have Too Much Cohesion?
  331. Social Loafing
  332. Collective Efficacy
  333. 9.3: Understanding Team Design Characteristics
  334. Differences Between Groups and Teams
  335. Team Tasks
  336. Team Roles
  337. Task Roles
  338. Social Roles
  339. Boundary-Spanning Roles
  340. Types of Teams
  341. Team Leadership and Autonomy
  342. Designing Effective Teams: Team Composition
  343. Who Are the Best Individuals for the Team?
  344. How Large Should My Team Be?
  345. How Diverse Should My Team Be?
  346. 9.4: Management of Teams
  347. Managing Effective Teams: Team Processes
  348. Team Norms
  349. Team Contracts
  350. Team Meetings
  351. Before the Meeting
  352. During the Meeting
  353. After the Meeting
  354. Establish Psychological Safety
  355. 9.5: Barriers to Effective Teams
  356. Common Problems Faced by Teams
  357. Challenges of Knowing Where to Begin
  358. Dominating Team Members
  359. Poor Performance of Some Team Members
  360. Poorly Managed Team Conflict
  361. 9.6: The Role of Ethics and National Culture
  362. Ethics and Teams
  363. Teams Around the Globe
  364. 9.7: Putting Peer Pressure to Work: The Case of Pret a Manger
  365. 9.8: Conclusion
  366. 9.9: Exercises
  367. Endnotes
  368. Chapter 10: Conflict and Negotiations
  369. 10.1: When Conflict Is Productive: The Case of Amazon
  370. 10.2: Understanding Conflict
  371. Types of Conflict
  372. Intrapersonal Conflict
  373. Interpersonal Conflict
  374. Intergroup Conflict
  375. Is Conflict Always Bad?
  376. 10.3: Causes and Outcomes of Conflict
  377. Causes of Conflict
  378. Organizational Structure
  379. Limited Resources
  380. Task Interdependence
  381. Incompatible Goals
  382. Personality Differences
  383. Communication Problems
  384. Outcomes of Conflict
  385. 10.4: Conflict Management
  386. Ways to Manage Conflict
  387. Change the Structure
  388. Change the Composition of the Team
  389. Create a Common Opposing Force
  390. Consider Majority Rule
  391. Problem Solve
  392. Consider the Role of Mood
  393. Conflict-Handling Styles
  394. Avoidance
  395. Accommodation
  396. Compromise
  397. Competition
  398. Collaboration
  399. Which Style Is Best?
  400. What If You Don’t Have Enough Conflict Over Ideas?
  401. 10.5: Negotiations
  402. The Five Phases of Negotiation
  403. Phase 1: Investigation
  404. Phase 2: Determine Your BATNA
  405. Phase 3: Presentation
  406. Phase 4: Bargaining
  407. Phase 5: Closure
  408. Negotiation Strategies
  409. Distributive Approach
  410. Integrative Approach
  411. When All Else Fails: Third-Party Negotiations
  412. Alternative Dispute Resolution
  413. Mediation
  414. Arbitration
  415. Arbitration-Mediation
  416. 10.6: The Role of Ethics and National Culture
  417. Ethics and Negotiations
  418. Conflict and Negotiation Around the Globe
  419. 10.7: Negotiation Failure: The Case of PointCast
  420. 10.8: Conclusion
  421. 10.9: Exercises
  422. Endnotes
  423. Chapter 11: Making Decisions
  424. 11.1: Trusting Employees to Make Decisions: The Case of Microsoft
  425. 11.2: Understanding Decision Making
  426. Decision Making Defined
  427. Types of Decisions
  428. Making Rational Decisions
  429. Making “Good Enough” Decisions
  430. Making Intuitive Decisions
  431. Making Creative Decisions
  432. How Do You Know If Your Decision-Making Process Is Creative?
  433. 11.3: Faulty Decision Making
  434. Avoiding Decision-Making Traps
  435. Anchoring and Adjustment Bias
  436. Availability Bias
  437. Escalation of Commitment Bias
  438. Fundamental Attribution Error
  439. Hindsight Bias
  440. Judgments about Correlation and Causality Bias
  441. Misunderstandings and Sampling Bias
  442. Overconfidence Bias
  443. Framing Bias
  444. Satisficing
  445. 11.4: Decision Making in Groups
  446. When It Comes to Decision Making, Are Two Heads Better Than One?
  447. Groupthink
  448. Tools and Techniques for Making Better Decisions
  449. 11.5: The Role of Ethics and National Culture
  450. Ethics and Decision Making
  451. Decision Making Around the Globe
  452. 11.6: Decisions, Decisions: The Case of Angry Birds
  453. 11.7: Conclusion
  454. 11.8: Exercises
  455. Endnotes
  456. Chapter 12: Leading People Within Organizations
  457. 12.1: A Different Approach to Leadership at Apple: The Case of Tim Cook
  458. 12.2: Who Is Considered a Leader? Trait Approaches to Leadership
  459. Intelligence
  460. Big Five Personality Traits
  461. Self-Esteem
  462. Integrity
  463. 12.3: What Do Leaders Do? Behavioral Approaches to Leadership
  464. Leader Behaviors
  465. Leader Decision Making
  466. Limitations of Behavioral Approaches
  467. 12.4: What Is the Role of the Context? Contingency Approaches to Leadership
  468. Fiedler’s Contingency Theory
  469. Situational Leadership
  470. Path-Goal Theory of Leadership
  471. Four Leadership Styles
  472. Vroom and Yetton’s Normative Decision Model
  473. Decision-Making Styles
  474. 12.5: What’s New? Contemporary Approaches to Leadership
  475. Transformational Leadership
  476. Leader-Member Exchange (LMX) Theory
  477. Servant Leadership
  478. Authentic Leadership
  479. When Leadership Goes Wrong: Abusive Leadership
  480. Leader Humility
  481. Women and Leadership
  482. 12.6: The Role of Ethics and National Culture
  483. Leadership and Ethics
  484. Leadership Around the Globe
  485. 12.7: Taking on the Pepsi Challenge: The Case of Indra Nooyi
  486. 12.8: Conclusion
  487. 12.9: Exercises
  488. Endnotes
  489. Chapter 13: Power and Politics
  490. 13.1: English Teacher to Billionaire: The Case of Jack Ma
  491. 13.2: The Basics of Power
  492. What Is Power?
  493. Positive and Negative Consequences of Power
  494. Conformity
  495. The Milgram Studies
  496. The Asch Studies
  497. The Zimbardo Study
  498. The Relationship Between Dependency and Power
  499. Dependency
  500. Scarcity
  501. Importance
  502. Substitutability
  503. 13.3: The Power to Influence
  504. Bases of Power
  505. Legitimate Power
  506. Reward Power
  507. Coercive Power
  508. Expert Power
  509. Information Power
  510. Referent Power
  511. What Is Influence?
  512. Making Logical Arguments
  513. Commonly Used Influence Tactics
  514. Impression Management
  515. Direction of Influence
  516. Upward Influence
  517. Downward Influence
  518. Peer Influence
  519. 13.4: Organizational Politics
  520. Organizational Politics
  521. Antecedents of Political Behavior
  522. Individual Antecedents
  523. Organizational Antecedents
  524. 13.5: Understanding Social Networks
  525. Social Networks
  526. Conducting SNA
  527. Analyzing Network Ties and Key Network Roles
  528. Analysis: Strong and Weak Ties
  529. Building Your Own Network
  530. 13.6: The Role of Ethics and National Culture
  531. Ethics, Power, and Politics
  532. Power Around the Globe
  533. 13.7: You’ve Got a Friend in Me: The Case of Dale Carnegie
  534. 13.8: Conclusion
  535. 13.9: Exercises
  536. Endnotes
  537. Chapter 14: Organizational Structure and Change
  538. 14.1: Changes in Latitudes, Changes in Attitudes: The Case of Kronos
  539. 14.2: Organizational Structure
  540. Building Blocks of Structure
  541. Centralization
  542. Formalization
  543. Hierarchical Levels
  544. Departmentalization
  545. Two Configurations: Mechanistic and Organic Structures
  546. Contemporary Forms of Organizational Structures
  547. Matrix Organizations
  548. Boundaryless Organizations
  549. Learning Organizations
  550. 14.3: Organizational Change
  551. Why Do Organizations Change?
  552. Workforce Demographics
  553. Technology
  554. Globalization
  555. Market Conditions
  556. Organizational Growth
  557. Poor Performance
  558. Resistance to Change
  559. Why Do People Resist Change?
  560. Disrupted Habits
  561. Personality
  562. Feelings of Uncertainty
  563. Fear of Failure
  564. Personal Impact of Change
  565. Prevalence of Change
  566. Perceived Loss of Power
  567. Is All Resistance Bad?
  568. Planning and Executing Change Effectively
  569. Unfreezing Prior to Change
  570. Create a Vision for Change
  571. Communicate a Plan for Change
  572. Develop a Sense of Urgency
  573. Build a Coalition
  574. Provide Support
  575. Allow Employees to Participate
  576. Executing Change
  577. Continue to Provide Support
  578. Create Small Wins
  579. Eliminate Obstacles
  580. Refreezing
  581. Publicize Success
  582. Build on Prior Change
  583. Reward Change Adoption
  584. Make Change a Part of Organizational Culture
  585. 14.4: The Role of Ethics and National Culture
  586. Organizational Structure, Change, and Ethics
  587. Organizational Structure and Change Around the Globe
  588. 14.5: Lean, Mean Driving Machine: The Case of Toyota
  589. 14.6: Conclusion
  590. 14.7: Exercises
  591. Endnotes
  592. Chapter 15: Organizational Culture
  593. 15.1: When It Comes to Culture, Strong Signals Matter: The Case of General Motors
  594. 15.2: Understanding Organizational Culture
  595. What Is Organizational Culture?
  596. Why Does Organizational Culture Matter?
  597. Levels of Organizational Culture
  598. 15.3: Characteristics of Organizational Culture
  599. Dimensions of Culture
  600. Innovative Cultures
  601. Aggressive Cultures
  602. Outcome-Oriented Cultures
  603. Stable Cultures
  604. People-Oriented Cultures
  605. Team-Oriented Cultures
  606. Detail-Oriented Cultures
  607. Service Culture
  608. Safety Culture
  609. Strength of Culture
  610. Do Organizations Have a Single Culture?
  611. 15.4: Creating and Maintaining Organizational Culture
  612. How Are Cultures Created?
  613. Founder’s Values
  614. Industry Demands
  615. How Are Cultures Maintained?
  616. Attraction-Selection-Attrition (ASA)
  617. New Employee Onboarding
  618. What Can Employees Do During Onboarding?
  619. What Can Organizations Do During Onboarding?
  620. What Can Organizational Insiders Do During Onboarding?
  621. Leadership
  622. Reward Systems
  623. Visual Elements of Organizational Culture
  624. Mission Statement
  625. Rituals
  626. Rules and Policies
  627. Physical Layout
  628. Stories
  629. 15.5: Creating Culture Change
  630. How Do Cultures Change?
  631. Creating a Sense of Urgency
  632. Changing Leaders and Other Key Players
  633. Role Modeling
  634. Training
  635. Changing the Reward System
  636. Creating New Symbols and Stories
  637. 15.6: The Role of Ethics and National Culture
  638. Organizational Culture and Ethics
  639. Organizational Culture Around the Globe
  640. 15.7: Service Culture Makes All the Difference: The Case of Four Seasons Hotels
  641. 15.8: Conclusion
  642. 15.9: Exercises
  643. Endnotes
  644. Index

 

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