Table of contents for Organizational behavior today / Leigh L. Thompson.

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Counter
 TABLE OF CONTENTS
Chapter 1 	The Person and the Organization
			Organizational Life
			Defining Organizational Behavior
				Content Areas of OB
				Level of Analysis
			Guiding Principles of OB
Skills	
				Technical Skills
				Decision Making and Judgment Skills
				Interpersonal Skills
				Ethical and Moral Skills
				Self-Knowledge Skills
Key Tensions and Challenges for People in Organizations
				Self versus Organizational Interest
				Task versus People Focus
				Work versus Family
				Exploration versus Exploitation
				Promotion versus Prevention
				Depth of Knowledge versus Breadth of Knowledge
				Post-Script
			Building a Body of OB Science
				Methods of OB
					Field Studies
					Laboratory Studies
					Classroom Studies
					Case Studies
					Meta-Analysis
					Surveys and Polls
					Business Pundits
			Learning
				You Are a Work in Progress
				Engage in Double-Loop versus Single-Loop Learning
				Bridge the Knowing-Doing Gap
			Conclusion
Chapter 2 	Understanding People and Their Behavior
			What Makes People Tick?
Behavior is a Function of Personality and the Situation
			Intelligence
				G-Factor Intelligence
				Multiple Intelligences
			Emotional Intelligence
				Skill Areas of Emotional Intelligence
				Emotions 
				Measuring EQ
				Research Support for EQ
				Skills for Building EQ
			Temperament and the Big Five
			Motivation
				A Key Distinction: Intrinsic versus Extrinsic Motivation
				Maslow's Hierarchy of Needs
				Expectancy Theory
				Goal Setting
				Motivations Vis-Ë-Vis Others
				Self-Efficacy
			Organizational Culture
			Organizational Norms
			Psychological Contracts
			Biases in Understanding Others
				Fundamental Attribution Error
				Consistency Bias: Halos and forked Tails
				Primacy and Recency Bias
				Bandwagon Bias
			Roadblocks to Understanding Ourselves
				Unrealistic Optimism
				Self-Serving Bias / Egocentrism
				Omniscience
				Omnipotence
				The Powerful Process of Adaptation
			Conclusion
Chapter 3 	Ethics & Values
Ethics and OB
Ethics: Moments of Truth
Can Ethics Be Taught?
Ethics and Levels of Analysis
Unethical Behavior as Incremental Descents Into Wrong Doing
Cognitive mechanisms
Rationalization
Norm of Self-Interest
Pluralistic Ignorance
Desensitization
Social-Situational Mechanisms
Socialization
Conformity Pressure
Resource Shortages & Competition
Ethical Breaches
Prescriptive Ethical Models
Mason, Mason, and Culnam's 6 questions
Badaracco's 4 enduring questions
Anand, Ashforth and Joshi's method for dealing with 
rationalization and socialization of unethical behavior
Ethical Rules of Thumb
Front-page test 
Role modeling
Third party advice
Policies
Accountability
Conflicts of interest
Conclusion
Chapter 4 	Communication
			Overview
			Basic Communication Model
				Sender 
				Receiver 
				Message Or Information
					Intellectual Bandwidth
				Communication Medium
				Noise
				Encoding and Decoding
				Context
			Social-Constructionist Communication Model
				The Social Meanings Model
				The Collaborative Model
				Grice's Communication Maxims
				Whorfian Hypothesis
				Communication Model and Levels of Analysis
			Individual Communication: Challenges and Competencies
				GPA Theory: Goals/Plans/Action Theory
				Developing Communication Skill
					Speed
					Accuracy
					Flexibility
					Communication Anxiety Or Apprehension
					Style Or Accent
					Control Or Dominance
			Interpersonal Communication: Challenges and Competencies
				Message Tuning 
				Message Distortion
				Biased Interpretation
				Curse of Knowledge
				Illusion of Transparency
				Proximity Effect
				Indirect versus Direct Communication
Group and Team Communication: Challenges and 
Competencies
				Uneven Communication Problem
				Contagion
				Minimizing Communication Errors in Groups
					Role Assignments and Role Clarity
					Discuss Group Process
					Train People as a Team
					Perspective Taking
Communication and Attention
			Non-Verbal Communication
				Types of Cues
			Lying and Deception
				Accuracy in Detecting Deception
				Nonverbal Leakage
				Detecting Deception and the Written Word
				Deception and Information Technology
The Organizationally-Competent Communicator: Taking 
Yourself to The Next Level
				Overt Practice
				Mental Practice
				Direct Instruction and Coaching
				Modeling
				Role-Playing
				Story-Telling and Narrative
				Ask Questions
				Process Consultation and Active Inquiry
					Pure Inquiry
					Exploratory Diagnostic Inquiry 
					Confrontative Inquiry
			Conclusion
Chapter 5 	Power and Influence in Organizations
			Power and Influence Defined
			Power and Politics in Organizations
				Playing Organizational Politics
			Power as an Individual Difference
Power and Perception
Sources of Power
			Power Motivation
				Distinction: Ppower versus sPower
			Benevolent and Malevolent Power
				Crimes of Obedience
			Power and Perception
			Influence Strategies 
				Weapons of Influence
Reciprocation: "The Old Give and Take; and Take"
Commitment and Consistency: "Hobgoblins of the 
Mind"
					Social Proof: "Truths Are Us"
					Liking: "The Friendly Thief"
					Authority: "Directed Deference"
					Scarcity: "The Rule of the Few"
				Impression Management
			Why Do People Conform?
				Informational Influence
				Social Influence
			When Do People Conform?
				Group Size
				Group Unanimity
				Group Commitment
			Conclusion
Chapter 6 	Relationships and Social Networks
			Fundamental Building Blocks of Dyadic Relationships
				Interdependence Theory	
				Social Exchange Theory
					Evaluating Outcomes
					Coordinating Outcomes
					Social Utility				
			Communal versus Exchange Relationships
			Social Identity and Organizational Identity
				Two Types of Ties: People and Group
			Improving Relationships
				Developing Relationships
				Friendship and Work
Choices in Relationships: Voice, Loyalty, Neglect and Exit
			Types of Trust	
				Deterrence-Based Trust
				Knowledge-Based Trust
				Identification-Based Trust
				Building Trust: Instrumental and Emotional Mechanisms
				Recovering From Breaches of Trust
			Networks
				Social Capital versus Human Capital
				Measuring Social Capital
				Types of Networks
				Evidence for the Value of Social Capital
				Knowledge of Your Own Network (Krackhardt)
				Ethics of Social Capital
			Conclusion
Chapter 7 	Decision Making
			Decision Making: Levels of Analysis
				Intra-Personal Decisions
					Want/Self versus Should/Self
					Conflict: Approach and Avoidance 
				Interpersonal Decisions
					Coordination
					Prisoner's Dilemma
				Group Decisions
				Organizational-Level Decisions
					Cyert/March/Simon (Carnegie Model)
					Garbage Can Model
					Organizational Sense-Making
					Insider versus Outsider Views
			Domains of Decisions
				Riskless Choice: Decision Making Under Certainty
				Decision Making Under Uncertainty
				Risky Choice: Decision Making Under Risk
					Expected Utility Theory
					Utility Function 
					Expected Value Principle
					Expected Utility Principle
				Prospect Theory
			Descriptive, Normative, and Prescriptive Decision Making
				Normative Models
				Descriptive Models
				Faulty Perceptions About Ourselves
				Faulty Perceptions About Other People
				Flawed Decision Making
				Post-Script On Human Bias
				Prescriptive Models
			Conclusion
Chapter 8 	Conflict Management and Negotiation 
			Managerial Grid
			Types of Conflict
				Task Conflict
Process Conflict
Relationship Conflict
Conflict and Productivity
Resolving Conflict
			Negotiation: a Mixed-Motive Enterprise
				Balancing Mixed Motives
				Negotiation Styles
				Opportunistic Negotiation
			Creating Value: Integrative Negotiation
				Separate Positions from Interests
				Prioritize and Weight the Issues
				Unbundle the Issues
				Asking for (the Right) Information
				Create a Superset of Issues
				Propose Value-Added Tradeoffs
				Make Multiple offers Simultaneously
				Propose Contingency Contracts
				Postsettlement Settlements
			Claiming Value: Distributive Negotiation
				Know Your B.A.T.N.A. and Develop Your Reservation 
Price
					Your BATNA Is Not a Passive Concept		
					Should You Reveal Your BATNA?
					Developing Your Reservation Price
Research the Other Party's BATNA and Assess Their 
Reservation Price
				Anchoring
					Re-anchoring
Make the First Offer If You Are Prepared
				Do Not Make Unilateral Concessions
				Summary
			Improving Your Negotiation Skills
				Take Every Opportunity to Negotiate
Seek Feedback on Your Negotiation Skills
Use Worksheets
Plan Your Approach
Offer to Be a Negotiation Coach
Don't Brag or Boast
			Third Party Intervention 
				Ranges of Third Party Roles
				Effective Third Party Intervention
					Physical and social structure of the dispute
Issue structure
Motivation
				Challenges Facing Third Parties
			Conclusion
Chapter 9 	Leading and Managing Teams
			Types of Teams in Organizations
				Manager-Led Teams
				Self-Managing Teams
				Self-Directing (or Self-Designing) Teams
				Self-Governing Teams
			Types of Teamwork
				Tactical Teams
					Shared Mental Models
					Transactive Memory Systems 
				Problem Solving Teams
					Individual versus Team Decision Making
					Groupthink
					Abilene Paradox
					Common Information Effect
				Creative Teams
					Creativity and Innovation
					Measuring Creativity
					Brainstorming
					Real Groups versus Nominal Groups
				Paulus' Three New Rules
Enhancing Team Creativity
			Team Boundaries
				Team Socialization and Norms Process
				Team Boundaries
Bridging and Building
			Integrated Model of Successful Teamwork
			Conclusion
Chapter 10 	Leadership
			Leadership in Organizations
			Leadership versus Management
Highly Effective Leaders
Systems View of Leadership
Toxic Leaders
			Can Leadership Be Taught?
			Leadership and Nature: Trait Theory
				Leadership and Trait Intelligence
				Leadership and Temperament
				Birth Order and Leadership
				Male and Female Differences and Leadership
				Post-Script On Trait Theories of Leadership
			Behavioral Theories of Leadership
Lewin, Lippit, and White's (1939) Studies of Reactions to 
Group Leadership Styles
				People versus Task (Managerial Grid)
				Leadership Styles and EQ Skills
				Transactional versus Transformational Leadership
				Servant Leadership
Situational Theories of Leadership: How the Situation Shapes 
the Leader
				How the Environment Shapes Leaders
			Contingency Theories of Leadership
				Situational Leadership		
				Path-Goal Theory of Leadership 
				Normative Decision Model
				Fiedler's Contingency Theory of Leadership Effectiveness 
				LMX Theory 
			Expectations of Leaders
Does Leadership Matter?
			Conclusion
Chapter 11 	Organizational Change
Individual Change
Interpersonal change
Communicator characteristics
Credibility
Liking
Reference Group
The Communication
Discrepancy
Motive Arousal
Argument Strength
The Situation
Forewarning
Distraction
The Target
Ego Involvement
Inoculation
Fear and Anxiety
Intervening Processes and Response
Elaboration Likelihood Model
Group change
Organizational Development
Organizational Life cycle
Type of Change
Greiner's Five Phases of Growth
Theories of Change
Lewin's Unfreezing-Change-Refreezing Model of Change
Sociotechnical Systems Theory
Total Quality Management
Re-engineering
Restructuring
Prescritive models of change
Kotter's 8 steps
Rao's PRESS Model
Persuading
Recruiting
Energizing
Staffing the Change Team
Sequencing Change
Garvin & Roberto's Change Through Persuasion
Setting the Stage 
Creating the Frame
Managing the Mood
Reinforcing Good Habits
Beer and Nohria: Theory E versus Theory O Change 
Conclusion
Chapter 12 	Fairness and Justice
			Distributive and Procedural Justice
Distributive Justice
Remuneration and Pay
Rewards and Recognition
The Big Three Distributive Justice Systems
Situation-Specific Rules of Fairness
			Equity Theory
				Measuring Equity
				Reactions to Inequity 
			Procedural Justice: The Science of How People Enact Justice
				Voice
				Thibaut and Walker's ( 1975) Model of Procedural Justice
				Group Value Model
Relational Model of Authority
Fairness Heuristic Theory
			Retributive Justice
			Evaluating Organizational Employees
			Social Comparison
			Justice Systems
Consistency
Simplicity
Effectiveness
Justifiability
Consensus
Generalizability
Satisfaction
			Conclusion
Chapter 13 	Diversity and Culture
			Introduction
			Diversity Defined
Individual, Relational, and Collective Selves
Optimal Distinctiveness Theory
			The Business Case for Organizational Diversity
				Individual Level
				Interpersonal Level
				Teams and Groups 
				Organizational Level
			Barriers to Diversity
				Stereotyping
				Homogeneity Bias
				In-Group Bias
Bias in Judgment as Revealed by Preconscious 
Activation of Attitudes
Stereotype Threat
				Privilege Systems
			Creating and Sustaining Diversity
				Affirmative Action
				Valuing Diversity
				Managing Diversity
Contact Hypothesis
Cross-Cut Role Assignments
				Educate Members On the Reasons Underlying the Plan
			Gender Diversity
				Gender Pay Gap: The Evidence
				Glass Ceiling: The Evidence
				Double Standards: The Evidence
			Cultural Diversity
				Stereotypes versus Prototypes
				Culture as an Iceberg
				Cultural Values
Individualism versus Collectivism
Egalitarianism versus Hierarchy
Direct versus Indirect Communication
				Models of Social Relationships 
				Predictors of Success in Intercultural Interactions
				Options for Change
			Chapter Summary
Chapter 14 	The Virtual Workplace
Place-Time Model of Social Interaction
				Same-Time, Same-Place Communication
Same-Time, Different-Place Communication
				Different-Time, Same-Place Communication
				Different-Time, Different-Place Communication
			Psychological Distancing Model: Media Richness
				Electronic Brainstorming				
			Virtual Teams
Information Technology and Its Effects On Social and 
Organizational Behavior
				Disadvantages
Greater Misunderstanding
Less Rapport
Less Efficiency
Risky Decision Making
Less Inhibition
Multi-Tasking 
				Advantages
Greater Task Focus 
Reduced Status Differences
Equalization of Team Members' Participation
Less Conformity
Less inhibition: Potentially Healthier Task Conflict
Potential for Diverse Communities
			Going the Distance: Making the Best of Virtual Teams
				Structural Solutions
Challenging Task That Requires Interdependence
Team Empowerment
Initial Face-to-Face Experience
Temporary Engagement
One-Day Video Conference
				Process Solutions
Role Clarity
Revisit Collective Assumptions Regularly
Perspective-Taking
Boundary-Spanning
Team Contract 
Structured Task Conflict
			Conclusion
Chapter 15 	 Life, Learning and Personal Development
			Life Maxims versus Practical Advice
			Critical Choice Points
			100 Day Plan? What Are You Going to Do?
				Transition Acceleration and the Breakeven Point
			The Self-Sustaining Person
				The Corporate Athlete
Ideal Performance State
Rituals and Recovery
				Mental Exercise
				Psychological Flow
Flow and Good Business
				Happiness Is a Skill
Happiness and Money
Happiness and Work Performance
The Evidence for Happiness and Longevity
Pleasure versus Philanthropy
Engaging Our Strengths and Virtues
Three Types of Happiness
				Inspiration 
			Threat and Hardship: The Ultimate Test
				Forgiveness
				Executive Coaching
Three Levels of Coaching
Navigating the Coaching Role
			Management Education Choices
			Conclusion

Library of Congress Subject Headings for this publication:

Organizational behavior.