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Human Relations and Organizational Behavior

External

Human Relations and Organizational Behavior

Business
Publisher
LibreTexts
Source
LibreTexts
Language
EN
Category
Business Administration
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Contents· 118 sections
  1. 01: Introduction to Organizational Behavior
  2. 1.1: College Textbook Revolution
  3. 1.2: Understanding Organizational Behavior
  4. 1.3: Understanding How OB Research Is Done
  5. 1.4: Trends and Changes
  6. 1.5: The Interactionist Perspective: The Role of Fit
  7. 1.6: Understanding Your Learning Style
  8. 1.7: Advice for Hiring Successful Employees: The Case of Guy Kawasaki
  9. 1.8: Conclusion
  10. 1.9: Exercises
  11. 02: Understanding People at Work: Individual Differences and Perception
  12. 2.1: Individual Differences: Values and Personality
  13. 2.2: Perception
  14. 2.3: The Role of Ethics and National Culture
  15. 2.4: Using Science to Match Candidates to Jobs: The Case of Kronos
  16. 2.5: Maintaining Core Values: The Case of Nau
  17. 2.6: Conclusion
  18. 2.7: Exercises
  19. 03: Individual Attitudes Work Related Behaviours and Diversity
  20. 3.01: People Come First: The Case of SAS
  21. 3.02: Work Attitudes
  22. 3.03: Work Behaviors
  23. 3.04: What Is Stress?
  24. 3.05: Avoiding and Managing Stress
  25. 3.06: What Are Emotions?
  26. 3.07: Emotions at Work
  27. 3.08: The Role of Ethics and National Culture
  28. 3.09: Rebounding from Defeat: The Case of Jeffrey Katzenberg
  29. 3.10: Getting Emotional: The Case of American Express
  30. 3.11: Facing Foreclosure: The Case of Camden Property Trust
  31. 3.12: Conclusion
  32. Conclusion
  33. 3.13: Exercises
  34. Exercises
  35. 04: Managing Diversity
  36. 4.1: Doing Good as a Core Business Strategy: The Case of Goodwill Industries
  37. 4.2: Demographic Diversity
  38. 4.3: Cultural Diversity
  39. 4.4: The Role of Ethics and National Culture
  40. 4.5: Managing Diversity for Success: The Case of IBM
  41. 4.6: Conclusion
  42. 4.7: Exercises
  43. 05: Theories of Motivation
  44. 5.1: A Motivating Place to Work: The Case of Zappos
  45. 5.2: Need-Based Theories of Motivation
  46. 5.3: Process-Based Theories
  47. 5.4: The Role of Ethics and National Culture
  48. 5.5: Motivation in Action: The Case of Trader Joe’s
  49. 5.6: Conclusion
  50. 5.7: Exercises
  51. 06: Designing a Motivating Work Environment
  52. 6.1: Motivating Steel Workers Works: The Case of Nucor
  53. 6.2: Motivating Employees Through Job Design
  54. 6.3: Motivating Employees Through Goal Setting
  55. 6.4: Motivating Employees Through Performance Appraisals
  56. 6.5: Motivating Employees Through Performance Incentives
  57. 6.6: The Role of Ethics and National Culture
  58. 6.7: Motivation Key for Success: The Case of Xerox
  59. 6.8: Conclusion
  60. 6.9: Exercises
  61. 07: Managing Groups and Teams
  62. 7.01: Teamwork Takes to the Sky: The Case of General Electric
  63. 7.02: Group Dynamics
  64. 7.03: Decision Making in Groups
  65. 7.04: Understanding Team Design Characteristics
  66. 7.05: Management of Teams
  67. 7.06: Barriers to Effective Teams
  68. 7.07: The Role of Ethics and National Culture
  69. 7.08: Green Teams at Work: The Case of New Seasons Market
  70. 7.09: Conclusion
  71. 7.10: Exercises
  72. 08: Communication
  73. 8.1: Youve Got Mailand Youre Fired The Case of RadioShack
  74. 8.2: Understanding Communication
  75. 8.3: Communication Barriers
  76. 8.4: Different Types of Communication and Channels
  77. 8.5: The Role of Ethics and National Culture
  78. 8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones
  79. 8.7: Conclusion
  80. 8.8: Exercises
  81. 09: Leading People Within Organizations
  82. 9.1: Taking on the Pepsi Challenge: The Case of Indra Nooyi
  83. 9.2: Who Is a Leader? Trait Approaches to Leadership
  84. 9.3: What Do Leaders Do? Behavioral Approaches to Leadership
  85. 9.4: What Is the Role of the Context? Contingency Approaches to Leadership
  86. 9.5: What’s New? Contemporary Approaches to Leadership
  87. 9.6: The Role of Ethics and National Culture
  88. 9.7: Leadership Development: The Case of Starbucks
  89. 9.8: Conclusion
  90. 9.9: Exercises
  91. 10: Power and Politics
  92. 10.1: Focus on Power: The Case of Steve Jobs
  93. 10.2: The Basics of Power
  94. 10.3: The Power to Influence
  95. 10.4: Organizational Politics
  96. 10.5: Understanding Social Networks
  97. 10.6: The Role of Ethics and National Culture
  98. 10.7: Getting Connected: The Case of Social Networking
  99. 10.8: Conclusion
  100. 10.9: Exercises
  101. 11: Organizational Culture
  102. 11.1: Building a Customer Service Culture: The Case of Nordstrom
  103. 11.2: Understanding Organizational Culture
  104. 11.3: Characteristics of Organizational Culture
  105. 11.4: Creating and Maintaining Organizational Culture
  106. 11.5: Creating Culture Change
  107. 11.6: The Role of Ethics and National Culture
  108. 11.7: Clash of the Cultures: The Case of Newell Rubbermaid
  109. 11.8: Conclusion
  110. 11.9: Exercises
  111. 12: Managing Change
  112. 12.1: Organizational Change
  113. 12.2: Planning and Executing Change Effectively
  114. 12.3: Building Your Change Management Skills
  115. 12.4: The Role of Ethics and National Culture
  116. 12.5: Changing for Good: The Case of Hanna Andersson Corporation
  117. 12.6: Conclusion
  118. 12.7: Exercises