Organizational Behavior ^{12th Ed.}

For one-semester, undergraduate level courses in Organizational Behavior. Robbins & Judge, unlike any other author team, provide the research you want in the language your students understand. We've strengthened our team. YOU be the Judge.

• Part One: Introduction
• Chapter 1: What Is Organizational Behavior?
• What Managers Do
• Management Functions
• Management Roles
• Management Skills
• Effective Versus  Successful Managerial Activities
• A Review of the Manager's Job
• Enter Organizational Behavior
• Complementing Intuition with Systematic Study
• Contributing Disciplines to the OB Field
• Psychology
• Social Psychology
• Sociology
• Anthropology
• There Are Few Absolutes in OB
• Challenges and Opportunities for OB
• Responding to Globalization
• Managing Workforce Diversity
• Improving Quality and Productivity
• Responding to the Coming Labor Shortage
• Improving Customer Service
• Improving People Skills
• Empowering People
• Stimulating Innovation and Change
• Coping with "Temporariness"
• Working in Networked Organizations
• Helping Employees Balance Work-Life Conflicts
• Improving Ethical Behavior
• Coming Attractions: Developing an OB Model
• An Overview
• The Dependent Variables
• The Independent Variables
• Toward a Contingency OB Model
• Summary and Implications for Managers
• Myth or Science? "Preconceived Notions Versus Substantive Evidence"
• OB in the News: How Globalization Is Changing Labor Markets
• International OB: Transfer Pricing and International Corporate Deviance
• Point/Counterpoint: In Search of the Quick Fix
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Workforce Diversity
• Ethical Dilemma: Lying in Business
• Case Incident 1: How a UPS Manager Cut Turnover
• Case Incident 2: Workplace Violence
• Part Two: The Individual
• Chapter 2: Foundations of Individual Behavior
• Ability
• Intellectual Abilities
• Physical Abilities
• The Ability-Job Fit
• Biographical Characteristics
• Age
• Gender
• Race
• Tenure
• Learning
• A Definition of Learning
• Theories of Learning
• Shaping: A Managerial Tool
• Summary and Implications for Managers
• International OB: The Benefits of Cultural Intelligence
• Myth or Science? "You Can't Teach an Old Dog New Tricks"
• OB in the News: Learning How to Reward CEOs
• Self-Assessment Library: How Good Am I at Disciplining Others?
• Point/Counterpoint: All Human Behavior Is Learned
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Positive Reinforcement Versus Punishment
• Ethical Dilemma: Is OB Mod a Form of Manipulation?
• Case Incident 1: Managers Who Use Punishment
• Case Incident 2: Professional Sports: Rewarding and Punishing the Same Behavior?
• Chapter 3: Attitudes and Job Satisfaction
• Attitudes
• What Are the Main Components of Attitudes?
• How Consistent Are Attitudes?
• Does Behavior Always Follow from Attitudes?
• What Are the Major Job Attitudes?
• How Are Employee Attitudes Measured?
• What Is the Importance of Attitudes to Workplace Diversity?
• Job Satisfaction
• Measuring Job Satisfaction
• How Satisfied Are People in Their Jobs?
• What Causes Job Satisfaction?
• The Impact of Dissatisfied and Satisfied Employees on the Workplace
• Summary and Implications for Managers
• International OB: Chinese Employees and Organizational Commitment
• OB in the News: Job Satisfaction Hits Record Lows
• Self-Assessment Library: How Satisfied Am I With My Job?
• Myth or Science? "Happy Workers Are Productive Workers"
• Point/Counterpoint: Managers Can Create Satisfied Employees
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Self-Employment and Job Satisfaction
• Ethical Dilemma: Are Americans Overworked?
• Case Incident 1: Albertsons Works on Employee Attitudes
• Case Incident 2: Long Hours, Hundreds of E-mails, and No Sleep: Does This Sound Like a Satisfying Job?
• Chapter 4: Personality and Values
• Personality
• What Is Personality?
• Personality Determinants
• Personality Traits
• Measuring Personality
• Major Personality Attributes Influencing OB
• Personality and National Culture
• Values
• Importance of Values
• Types of Values
• Values, Loyalty, and Ethical Behavior
• Values Across Cultures
• Linking an Individual's Personality and Values to the Workplace
• Summary and Implications for Managers
• Self-Assessment Library: What's My Basic Personality?
• Myth or Science? "Deep Down, People Are All Alike"
• International OB: A Global Personality
• OB in the News: Are Americans' Values Different?
• Point/Counterpoint: Traits Are Powerful Predictors of Behavior
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Challenges in Negotiating with Chinese Executives
• Ethical Dilemma: Hiring Based on Genetic Data
• Case Incident 1: The Rise and Fall of Carly Fiorina
• Case Incident 2: A Diamond Personality
• Chapter 5: Perception and Individual Decision Making
• What Is Perception?
• Factors Influencing Perception
• Person Perception: Making Judgments About Others
• Attribution Theory
• Frequently Used Shortcuts in Judging Others
• Specific Applications of Shortcuts in Organizations
• The Link Between Perception and Individual Decision Making
• How Should Decisions Be Made?
• The Rational Decision-Making Process
• Improving Creativity in Decision Making
• How Are Decisions Actually Made in Organizations?
• Bounded Rationality
• Common Bias and Errors
• Intuition
• Individual Differences
• Organizational Constraints
• Cultural Differences
• What About Ethics in Decision Making?
• Three Ethical Decision Criteria
• Ethics and National Culture
• Summary and Implications for Managers
• International OB: Can Negative Perceptions Dampen International Business Relations?
• Self-Assessment Library: How Creative Am I?
• OB in the News: Google and the Winner's Curse
• Myth or Science? "Ethical People Don't Do Unethical Things"
• Point/Counterpoint: When in Doubt, Do!
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Biases in Decision Making
• Ethical Dilemma: Five Ethical Decisions: What Would You Do?
• Case Incident 1: J&J Automotive Sales
• Case Incident 2: Whistle-blowers: Saints or Sinners?
• Chapter 6: Motivation Concepts
• Defining Motivation
• Early Theories of Motivation
• Hierarchy of Needs Theory
• Theory X and Theory Y
• Two-Factor Theory
• Contemporary Theories of Motivation
• McClelland's Theory of Needs
• Cognitive Evalutaion Theory
• Goal-Setting Theory
• MBO Programs: Putting Goal-Setting Theory into Practice
• Self-Efficacy Theory
• Reinforcement Theory
• Equity Theory
• Expectancy Theory
• Integrating Contemporary Theories of Motivation
• Caveat Emptor: Motivation Theories Are Often Culture-Bound
• Summary and Implications for Managers
• Myth or Science? "People Are Inherently Lazy"
• OB in the News: What Do Employees Want?
• International OB: How Managers Evaluate Their Employees Depends on Culture
• Self-Assessment Library: What Are My Course Performance Goals?
• Point/Counterpoint: Money Motivates!
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Goal-Setting Task
• Ethical Dilemma: Is Motivation Manipulation?
• Case Incident 1: Frustrated at Age 30
• Case Incident 2: Bullying Bosses
• Chapter 7: Motivation: From Concepts to Applications
• Motivating by Changing the Nature of the Work Environment
• The Job Characteristics Model
• How Can Jobs Be Redesigned?
• Alternative Work Arrangements
• Don't Forget Ability and Opportunity
• Employee Involvement
• Examples of Employee Involvement Programs
• Linking Employee Invilvement Programs and Motivation Theories
• Rewarding Employees
• What to Pay: Establishing a Pay Structure
• How to Pay: Rewarding Individual Employees Through Variable-Pay Programs
• How to Pay: Rewarding Individual Employees Through Skill-Based Pay Plans
• Linking Skill-Based Pay Plans to Motivation Theories
• Skill-Based Pay in Practice
• Flexible Benefits: Developing a Benefits Package
• Intrinsic Rewards: Employee Recognition Programs
• Summary and Implications for Managers
• Self-Assessment Library: What's My Job's motivating Potential
• Myth or Science? "Everyone Wants a Challenging Job"
• OB in the News: The Rise and Fall of Strock Options
• International OB: Cultural Differences in Job Characteristics and Job Satisfaction
• Point/Counterpoint: Professional Employees Are More Difficult to Motivate
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Assessing Employee Motivation and Satisfaction Using the Job Characteristics Model
• Ethical Dilemma: Are American CEOs Paid Too Much?
• Case Incident 1: When the Perks Fade
• Case Incident 2: Thanks for Nothing
• Chapter 8: Emotions and Moods
• What Are Emotions and Moods?
• A Basic Set of Emotions
• Some Aspects of Emotions
• Mood as Positive and Negative Affect
• Sources of Emotions and Moods
• External Constraints on Emotions
• Emotional Labor
• Felt Versus Displayed Emotions
• Are Emotionally Demanding Jobs Rewarded with Better Pay?
• Affective Events Theory
• Emotional Intelligence
• The Case for EI
• The Case Against EI
• OB Applications of Emotions and Moods
• Selection
• Decision Making
• Creativity
• Motivation
• Leadership
• Interpersonal Conflict
• Negotiation
• Customer Service
• Job Attitudes
• Deviant Workplace Behaviors
• How Managers Can Influence Moods
• Summary and Implications for Managers
• Myth or Science? "Does Sharing Good News Affect Our Mood?"
• International OB: Emotional Recognition: Universal or Culture-Specific
• Self-Assessment Library: What's My Emotional Intelligence Score?
• OB in the News: Workplace Grief Costs U.S. Employers Billions
• Point/Counterpoint: The Costs and Benefits of Organizational Display Rules
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Who Can Catch a Liar?
• Ethical Dilemma: Are Workplace Romances Unethical?
• Case Incident 1: The Upside of Anger?
• Case Incident 2: Abusive Customers Cause Emotions to Run High
• Part Three: The Group
• Chapter 9: Foundations of Group Behavior
• Defining and Classifying 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
• Roles
• Norms
• Status
• Size
• Cohesiveness
• Group Decision Making
• Groups Versus the Individual
• Groupthink and Groupshift
• Group Decision-Making Techniques
• Summary and Implications for Managers
• Self-Assessment Library: Do I Trust Others?
• OB in the News: Goofing-Off in the Twenty-First Century: Cyberloafing
• International OB: Group Cohesiveness Across Cultures 
• Myth or Science? "Are Two Heads Better Than One"
• Point/Counterpoint: 
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Wildness Survival
• Ethical Dilemma: Arab Discrimination
• Case Incident 1: Role Conflict Among Telephone Service Employees
• Case Incident 2: The Dangers of Groupthink
• Chapter 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 Tems
• Virtual Teams
• Creating Effective Teams
• Context
• Composition
• Work Design
• Process
• Turning Individuals into Team Players
• The Challenge
• Shaping Team Players
• Teams and Quality Management
• Beware! Teams Aren't Always the Answer
• Summary and Implications for Managers
• OB in the News: Teams Work to Save Lives in Tsunami-Stricken Asia
• International OB: Global Virtual Teams
• Self-Assessment Library: How Good Am I at Building and Leading a Team?
• Point/Counterpoint: Sports Teams Are Good Models for Workplace Teams
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Fixed Versus Variable Flight Crews
• Ethical Dilemma: Pressure To Be a Team Player
• Case Incident 1: A Virtual Team at T. A. Stearns
• Case Incident 2: Team-Building Retreats
• Chapter 11: Communication
• Functions of Communication
• The Communication Process
• Direction of Communication
• Downward
• Upward
• Lateral
• Interpersonal Communication
• Oral Communication
• Written Communication
• Nonverbal Communication
• Organizational Communication
• Formal Small-Group Networks
• The Grapevine
• Computer-Aided Communication
• Knowledge Management
• Choice of Communication Channel
• Barriers to Effective Communication
• Filtering
• Selective Perception
• Information Overload
• Emotions
• Language
• Communication Apprehension
• Current Issues in Communication
• Communication Barriers Between Women and Men
• Silence as Communication
• "Politically Correct" Communication
• Cross-Cultural Communication
• Summary and Implications for Managers
• International OB: Lost in Translation
• OB in the News: Internet Gripe Site: A Challenge for Management
• Myth or Science? "People Are Good at Catching Liars at Work"
• Myth or Science? "Are East Asians More Responsive ti Indirect Communication?"
• Self-Assessment Library: How Good Are My Listening Skills?
• Point/Counterpoint: Open-Book Management Improves the Bottom Line
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: An Absence of Nonverbal Communication
• Ethical Dilemma: Defining the Boundaries of Technology
• Case Incident 1: James W. Caruso Has Communication Problems
• Case Incident 2: The Business of Blogs
• Chapter 12: Basic Approaches to Leadership
• What Is Leadership?
• Trait Theories
• Behavioral Theories
• Ohio State Studies
• University of Michigan Studies
• The Managerial Grid
• Summary of Trait Theories and Behavioral Theories
• Contingency Theories
• Fiedler Model
• Hersey and Blanchard's Situational Theory
• Leader-Member Exchange Theory
• Path-Goal Theory
• Contingency Variables and Predictions
• Leader-Participation Model
• Summary and Implications for Managers
• OB in the News: Managers Speak Out on Leadership Competencies
• Self-Assessment Library: What's My Leadership Style?
• Myth or Science? "It's Experience That Counts!"
• International OB: Cultivating an International Perspective: A Necessity for Leaders
• Point/Counterpoint: The Perils of Leadership Training
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Debate: Do Leaders Really Matter?
• Ethical Dilemma: Do Ends Justify the Means?
• Case Incident 1: Moving from Colleague to Supervisor
• Case Incident 2: Barack Obama
• Chapter 13: Contemporary Issues in Leadership
• Framing: Using Words to Shape Meaning and Inspire Others
• Inspirational Approaches to Leadership
• Charismatic Leadership
• Transformational Leadership
• Authentic Leadership: Ethics and Trust Are the Foundation of Leadership
• What Is Authentic Leadership?
• Ethics and Leadership
• What Is Trust?
• Trust and Leadership
• Three Types of Trust
• Basic Principles of Trust
• Is Trust in Our Leaders in Decline?
• Contemporary Leadership Roles
• Providing Team Leadership
• Mentoring
• Self-Leadership
• Online Leadership
• Challenges to the Leadership Construct
• Leadership as an Attribution
• Substitutes and Neutralizers to Leadership
• Finding and Creating Effective Leaders
• Selection
• Training
• Summary and Implications for Managers
• OB in the News: War and the Art of Framing
• Self-Assessment Library: How Charismatic Am I?
• Myth or Science? "Men Make Better Leaders Than Women"
• International OB: Cultural Variation in Charismatic Attributions
• Point/Counterpoint: Leadership Is Culturally Bound
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: You Be the Judge: Which Vision Statement Is Effective?
• Ethical Dilemma: Ethical Leadership or Would You Work Here?
• Case Incident 1: Will George W. Bush Be a Great President?
• Case Incident 2: Generation Gap: Mentors and Protégés
• Chapter 14: 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?
• Dependency: The Key to Power
• The General Dependency Postulate
• What Creates Dependency?
• Power Tactics
• Power in Groups: Coalitions
• Sexual Harassment: Unequal Power in the Workplace
• Politics: Power in Action
• Definition
• The Reality of Politics
• Factors Contributing to Political Behavior
• How Do People Respond to Organizational Politics?
• Impression Management
• The Ethics of Behaving Politically
• Summary and Implications for Managers
• OB in the News: At University of Kansas: Coach Gets Boss Fired?
• International OB: Influence Tactics in China
• Myth or Science? "It's Not What You Know, It's Who You Know"
• Self-Assessment Library: How Good Am I at Playing Politics?
• Point/Counterpoint: Managing Impressions Is Unethical
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Understanding Power Dynamics
• Ethical Dilemma: Swapping Personal Favors?
• Case Incident 1: Bill Fowler at Blackmer/Dover Resources Inc
• Case Incident 2: The Politics of Backstabbing
• Chapter 15: Conflict and Negotiation
• A Definition of Conflict
• Transitions in Conflict Thought
• The Traditional View
• The Human Relations View
• The Interactionist View
• 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
• Issues in Negotiation
• Summary and Implications for Managers
• Myth or Science? "The Source of Most Conflicts Is Lack of Communication"
• International OB: Negotiating Across Cultures
• Self-Assessment Library: What's My Negitiating Style?
• OB in the News: An Effective Negotiating Experience
• Point/Counterpoint: Conflict Between Organizations
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: A Negotiation Role Play
• Ethical Dilemma: Is It Unethical to Lie and Deceive During Negotiations?
• Case Incident 1: Schneider National
• Case Incident 2: Negotiation Puts Hockey in the Penalty Box
• Part Four: The Organization System
• Chapter 16: 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 Bureacracy
• The Matrix Structure
• New Design Options
• The Team Structure
• The Virtual Organization
• The Boundaryless Organization
• Why Do Structures Differ?
• Strategy
• Organization Size
• Technology
• Environment
• Organizational Designs and Employee Behavior
• Summary and Implications for Managers
• OB in the News: There Is No One Right Span of Control
• Self-Assessment Library: How Willing Am I to Delegate?
• International OB: Structural Considerations in Multinationals
• Myth or Science? "Bureaucracy Is Dead"
• Point/Counterpoint: Technology Is Reshaping Organizations
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Authority Figures
• Ethical Dilemma: Just Following Orders
• Case Incident 1: "I Detest Bureaucracy"
• Case Incident 2: No Bosses at W. L. Gore & Associates
• Chapter 17 Organizational Culture
• Institutionalization: A Forerunner of Culture
• What Is Organizational Culture?
• A Definition
• Culture Is a Descriptive Term
• Do Organizations Have Uniform Cultures?
• Strong Versus Weak Cultures
• Culture Versus Formalization
• Organizational Culture Versus National Culture
• What Do Cultures Do?
• Culture's Functions
• Culture as a Liability
• Creating and Sustaining Culture
• How a Culture Begins
• Keeping a Culture Alive
• Summary: How Cultures Form
• How Employees Learn Culture
• Stories
• Rituals
• Material Symbols
• Language
• Creating an Ethical Organizational Culture
• Creating a Customer-Responsive Culture
• Key Variables Shaping Customer-Responsive Cultures
• Managerial Action
• Spirituality and Organizational Culture
• What Is Spirituality?
• Why Spirituality Now?
• Characteristics of a Spiritual Organization
• Criticisms of Spirituality
• Summary and Implications for Managers
• Self-Assessment Library: What's the Right Organizational Culture for Me?
• International OB: A Good Organizational Culture Knows No Boundaries
• OB in the News: A Strong Culture Keeps Managers Aboard at Bubba Gump Shrimp Co.
• Myth or Science? "Success Breeds Success"
• Point/Counterpoint: Organizational Cultures Can't Be Changed
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Rate Your Classroom Culture
• Ethical Dilemma: Is Involuntary Ethics Training Unethical?
• Case Incident 1: Southwest Airlines Faces New Challenges
• Case Incident 2: Wegmans
• Chapter 18: 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
• Purposes of Performance Evaluation
• What Do We Evaluate?
• Who Should Do the Evaluating?
• Methods of Performance Evaluation
• Suggestions for Improving Performance Evaluatikons
• Providing Performance Feedback
• International Human Resource Practices: Selected Issues
• Selection
• Performance Evaluation
• Managing Diversity in Organizations
• Work-Life Conflicts
• Diversity Training
• Summary and Implications for Managers
• Myth or Science? "It's First Impressions That Count!"
• International OB: Cultural Training
• OB in the News: The Rise and Fall of Forced Ranking
• Self-Assessment Library: How Good Am I at Giving Performance Feedback?
• Point/Counterpoint: Get Rid of the SAT and ACT as Tools to Select Students
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Evaluating Performance and Providing Feedback
• Ethical Dilemma: Is It Unethical to "Shape" Your Resume?
• Case Incident 1: A Unique Training Program at UPS
• Case Incident 2: Job Candidates Without Strong SAT Scores Need Not Apply
• Part Five: Organizational Dynamics
• Chapter 19: Organizational Change and Stress Management
• Forces for Change
• Managing Planned Change
• Resistance to Change
• Overcoming Resistance to Change
• The Politics of Change
• Approaches to Managing Organizational Change
• Levin's Three-Step Model
• Kotter's Eight-Step Plan for Implementing Change
• Action Research
• Organizational Development
• Contemporary Change Issues for Today's Managers
• Technology in the Workplace
• Stimulating Innovation
• Creating a Learning Organization
• Managing Change: It's Culture-Bound
• Work Stress and Its Management
• What Is Stress?
• Understanding Stress and Its Consequences
• Potential Sources of Stress
• Individual Differences
• Consequences of Stress
• Managing Stress
• Summary and Implications for Managers
• Self-Assessment Library: How Well Do I Respond to Turbulent Change?
• OB in the News: Stress Levels Reach Record Highs
• International OB: Coping with Stress: Cultural Differences
• Point/Counterpoint: Managing Change Is an Episodic Activity
• Questions for Review
• Questions for Critical Thinking
• Team Exercise: Power and the Changing Environment
• Ethical Dilemma: Increasing Employee Productivity and Stress
• Case Incident 1: GE's Work-Out
• Case Incident 2: Innovating Innovation
• Appendix A: Research in Organizational Behavior
• Purposes of Research
• Research Terminology
• Evaluating Research
• Research Design
• Ethics in Research
• Summary
• Comprehensive Cases
• Case 1. Arnold Schwarzenegger: Leader of California?
• Case 2. What Customers Don't Know Won't Hurt Them, or Will It?
• Case 3. Are Five Heads Better Than One?
• Case 4. Wal-Mart's World
• Case 5. Apple's Beethoven
• Case 6. GM and the UAW: A One-Sided Negotiation?
• Case 7. A Question of Motivation
• Case 8. The Big Promotion
• Illustration Credits

When it comes to basic books on management, this one ís in a class for itself. It is a very large (and therefore scary to many people) book. But when you begin reading it, it seems to flow essentially by itself, AND it covers everything you need to knowm, BOTH from a theoretical standpoint and a practical one.

Even after an MBA (or equivalent), this makes good reading, as a refresher and enlightening book, but you don't have to be a current or former MBA student to appreciate that this is what makes a manager!

I can't praise it enough, even if it doesn't deliver any new or groundbreaking research, it summaries the current state of the art in such a good way that it stands in a class of itself!

As an aside, their case study of Barack Obama from 2007 is interesting :-)