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영문목차
PART 1. INTRODUCTION TO ORGANIZATIONAL BEHAVIOR=3
CHAPTER 1. What Is Organizational Behavior?=4
What Is Organizational Behavior?=6
Organizational Behavior Defined=6
An Integrative Model of OB=7
Does Organizational Behavior Matter?=9
Building a Conceptual Argument=10
Research Evidence=12
So What's So Hard?=14
How Do We "Know" What We Know about Organizational Behavior?=16
Summary : Moving Forward in This Book=21
TAKEAWAYS=23
KEY TERMS=23
DISCUSSION QUESTIONS=24
CASE=24
EXERCISE=25
CHAPTER 2. Job Performance=30
Job Performance=32
What Does It Mean to Be a "Good Performer"?=33
Task Performance=33
Citizenship Behavior=39
Counterproductive Behavior=41
Summary : What Does It Mean to Be a "Good Performer"?=45
Trends Affecting Performance=47
Knowledge Work=47
Service Work=47
Application : Performance Management=48
Management by Objectives=48
Behaviorally Anchored Rating Scales=49
360-Degree Feedback=50
Forced Ranking=50
Social Networking Systems=51
TAKEAWAYS=51
KEY TERMS=52
DISCUSSION QUESTIONS=52
CASE=52
EXERCISE=53
CHAPTER 3. Organizational Commitment=62
Organizational Commitment=64
What Does It Mean to Be "Committed"?=65
Types of Commitment=65
Withdrawal Behavior=72
Summary : What Does It Mean to Be "Committed"?=77
Trends That Affect Commitment=79
Diversity of the Workforce=79
The Changing Employee-Employer Relationship=80
Application : Commitment Initiatives=82
TAKEAWAYS=83
KEY TERMS=84
DISCUSSION QUESTIONS=84
CASE=84
EXERCISE=85
PART 2. INDIVIDUAL MECHANISMS=95
CHAPTER 4. Job Satisfaction=96
Job Satisfaction=98
Why Are Some Employees More Satisfied Than Others?=98
Value Fulfillment=99
Satisfaction with the Work Itself=103
Mood and Emotions=108
Summary : Why Are Some Employees More Satisfied Than Others?=114
How Important Is Job Satisfaction?=114
Life Satisfaction=117
Application : Tracking Satisfaction=119
TAKEAWAYS=121
KEY TERMS=122
DISCUSSION QUESTIONS=122
CASE=122
EXERCISE=123
CHAPTER 5. Stress=130
Stress=132
Why Are Some Employees More "Stressed" Than Others?=132
Types of Stressors=133
How Do People Cope with Stressors?=138
The Experience of Strain=141
Accounting for Individuals in the Stress Process=143
Summary : Why Are Some Employees More "Stressed" Than Others?=145
How Important Is Stress?=146
Application : Stress Management=148
Assessment=149
Reducing Stressors=150
Providing Resources=150
Reducing Strains=152
TAKEAWAYS=154
KEY TERMS=154
DISCUSSION QUESTIONS=155
CASE=155
EXERCISE=156
CHAPTER 6. Motivation=166
Motivation=168
Why Are Some Employees More Motivated Than Others?=169
Expectancy Theory=169
Goal Setting Theory=176
Equity Theory=180
Psychological Empowerment=184
Summary : Why Are Some Employees More Motivated Than Others?=187
How Important Is Motivation?=187
Application : Compensation Systems=189
TAKEAWAYS=192
KEY TERMS=192
DISCUSSION QUESTIONS=193
CASE=193
EXERCISE=194
CHAPTER 7. Trust, Justice, and Ethics=202
Trust, Justice, and Ethics=204
Why Are Some Authorities More Trusted Than Others?=205
Trust=205
Justice=210
Ethics=217
Summary : Why Are Some Authorities More Trusted Than Others?=224
How Important Is Trust?=225
Application : Social Responsibility=227
TAKEAWAYS=228
KEY TERMS=229
DISCUSSION QUESTIONS=229
CASE=230
EXERCISE=230
CHAPTER 8. Learning and Decision Making=242
Learning and Decision Making=244
Why Do Some Employees Learn to Make Decisions Better Than Others?=244
Types of Knowledge=244
Methods of Learning=245
Methods of Decision Making=251
Decision-Making Problems=254
Summary : Why Do Some Employees Learn to Make Decisions Better Than Others?=262
How Important Is Learning?=263
Application : Training=264
TAKEAWAYS=265
KEY TERMS=265
DISCUSSION QUESTIONS=266
CASE=266
EXERCISE=267
PART 3. INDIVIDUAL CHARACTERISTICS=275
CHAPTER 9. Personality and Cultural Values=276
Personality and Cultural Values=278
How Can We Describe What Employees Are Like?=278
The Big Five Taxonomy=278
Other Taxonomies of Personality=291
Cultural Values=293
Summary : How Can We Describe What Employees Are Like?=296
How Important Are Personality and Cultural Values?=297
Application : Personality Tests=299
TAKEAWAYS=303
KEY TERMS=303
DISCUSSION QUESTIONS=304
CASE=304
EXERCISE=305
CHAPTER 10. Ability=318
Ability=320
What Does It Mean for an Employee to Be "Able"?=321
Cognitive Ability=322
Emotional Ability=326
Physical Abilities=331
Summary : What Does It Mean for an Employee to Be "Able"?=335
How Important Is Ability?=336
Application : Selecting High Cognitive Ability Employees=338
TAKEAWAYS=341
KEY TERMS=342
DISCUSSION QUESTIONS=342
CASE=342
EXERCISE=343
PART 4. GROUP MECHANISMS=351
CHAPTER 11. Teams : Characteristics and Diversity=352
Team Characteristics and Diversity=354
What Characteristics Can Be Used to Describe Teams?=356
Team Types=356
Variations within Team Types=358
Team Interdependence=361
Team Composition=365
Summary : What Characteristics Can Be Used to Describe Teams?=372
How Important Are Team Characteristics?=372
Application : Team Compensation=375
TAKEAWAYS=376
KEY TERMS=376
DISCUSSION QUESTIONS=376
CASE=377
EXERCISE=378
CHAPTER 12. Teams : Processes and Communication=390
Team Processes and Communication=392
Why Are Some Teams More Than the Sum of Their Parts?=392
Taskwork Processes=394
Teamwork Processes=399
Communication=401
Team States=405
Summary : Why Are Some Teams More Than the Sum of Their Parts?=407
How Important Are Team Processes?=409
Application : Training Teams=410
Transportable Teamwork Competencies=410
Cross-Training=411
Team Process Training=412
Team Building=412
TAKEAWAYS=413
KEY TERMS=413
DISCUSSION QUESTIONS=414
CASE=414
EXERCISE=415
CHAPTER 13. Leadership : Power and Negotiation=428
Leadership : Power and Negotiation=430
Why Are Some Leaders More Powerful Than Others?=430
Acquiring Power=430
Using Influence=435
Power and Influence in Action=439
Negotiations=444
Summary : Why Are Some Leaders More Powerful Than Others?=447
How Important Are Power and Influence?=449
Application : Alternative Dispute Resolution=450
TAKEAWAYS=450
KEY TERMS=451
DISCUSSION QUESTIONS=452
CASE=452
EXERCISE=453
CHAPTER 14. Leadership : Styles and Behaviors=462
Leadership : Styles and Behaviors=464
Why Are Some Leaders More Effective Than Others?=466
Leader Decision-Making Styles=467
Day-to-Day Leadership Behaviors=471
Transformational Leadership Behaviors=475
Summary : Why Are Some Leaders More Effective Than Others?=481
How Important Is Leadership?=483
Application : Leadership Training=485
TAKEAWAYS=486
KEY TERMS=487
DISCUSSION QUESTIONS=488
CASE=488
EXERCISE=489
PART 5. ORGANIZATIONAL MECHANISMS=501
CHAPTER 15. Organizational Structure=502
Organizational Structure=504
Why Do Some Organizations Have Different Structures Than Others?=504
Elements of Organizational Structure=505
Organizational Design=511
Common Organizational Forms=513
Summary : Why Do Some Organizations Have Different Structures Than Others?=518
How Important Is Structure?=519
Application : Restructuring=521
TAKEAWAYS=523
KEY TERMS=523
DISCUSSION QUESTIONS=523
CASE=524
EXERCISE=525
CHAPTER 16. Organizational Culture=532
Organizational Culture=534
Why Do Some Organizations Have Different Cultures Than Others?=535
Culture Components=535
General Culture Types=539
Specific Culture Types=539
Culture Strength=541
Maintaining an Organizational Culture=544
Changing an Organizational Culture=547
Summary : Why Do Some Organizations Have Different Cultures Than Others?=550
How Important Is Organizational Culture?=550
Application : Managing Socialization=552
TAKEAWAYS=555
KEY TERMS=555
DISCUSSION QUESTIONS=556
CASE=556
EXERCISE=557
INTEGRATIVE CASES=566
PHOTO CREDITS=575
GLOSSARY/SUBJECT INDEX=577
NAME INDEX=596
COMPANY INDEX=611
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출판사 책소개
Now in its fourth edition, Colquitt-LePine-Wesson continues to offer a novel and innovative approach to teaching organizational behavior. The focus, tone, and organization of the book shows students that:OB really matters - The book opens with two chapters barely covered in other texts: job performance and organizational commitment. Those topics are critical to managers and students alike, and represent two of the most critical outcomes in OB. Each successive chapter then links that chapter’s topic back to those outcomes, illustrating why OB matters in today’s organizations.OB topics all fit together - The book is structured around an integrative model, shown on the back cover and spotlighted in the first chapter, that provides a roadmap for the course. The model illustrates how individual, team, leader, and organizational factors shape employee attitudes, and how those attitudes impact performance and commitment. In this way, the model reminds students where they are, where they’ve been, and where they’re going.OB is all around them - The book includes innovative insert box features that students actually enjoy reading. OB on Screen uses scenes from popular films, such as Skyfall, Lincoln, 42, Moneyball, and Argo to demonstrate OB topics. OB at the Bookstore draws a bridge to popular business books, including Quiet, the Charisma Myth, Lean In, and the Happiness Project.
MARC 보기
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