- Book Options and Supplements
- About the Authors
- Acknowledgments
- Dedications
- Preface
- Chapter 1: Organizational BehaviorPrint Chapter|
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- College Textbook Revolution: The Case of Flat World Knowledge
- Section 1: Understanding Organizational Behavior
- Section 2: Understanding Your Learning Style
- Section 3: Understanding How OB Research Is Done
- Section 4: Trends and Changes
- Maintaining Core Values: The Case of Nau
- Section 5: Conclusion
- Section 6: Exercises
- Chapter 2: Managing Demographic and Cultural DiversityPrint Chapter|
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- Chapter 3: Understanding People at Work: Individual Differences and PerceptionPrint Chapter|
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- Advice for Hiring Successful Employees: The Case of Guy Kawasaki
- Section 1: The Interactionist Perspective: The Role of Fit
- Section 2: Individual Differences: Values and Personality
- Section 3: Perception
- Section 4: The Role of Ethics and National Culture
- Using Science to Match Candidates to Jobs: The Case of Kronos
- Section 5: Conclusion
- Section 6: Exercises
- Chapter 4: Individual Attitudes and BehaviorsPrint Chapter|
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- Chapter 5: Theories of MotivationPrint Chapter|
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- Chapter 6: Designing a Motivating Work EnvironmentPrint Chapter|
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- Motivating Steel Workers Works: The Case of Nucor
- Section 1: Motivating Employees Through Job Design
- Section 2: Motivating Employees Through Goal Setting
- Section 3: Motivating Employees Through Performance Appraisals
- Section 4: Motivating Employees Through Performance Incentives
- Section 5: The Role of Ethics and National Culture
- Motivation Key for Success: The Case of Xerox
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 7: Managing Stress and EmotionsPrint Chapter|
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- Facing Foreclosure: The Case of Camden Property Trust
- Section 1: What Is Stress?
- Section 2: Avoiding and Managing Stress
- Section 3: What Are Emotions?
- Section 4: Emotions at Work
- Section 5: The Role of Ethics and National Culture
- Getting Emotional: The Case of American Express
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 8: CommunicationPrint Chapter|
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- You’ve Got Mail…and You’re Fired! The Case of RadioShack
- Section 1: Understanding Communication
- Section 2: Communication Barriers
- Section 3: Different Types of Communication and Channels
- Section 4: The Role of Ethics and National Culture
- Employee Satisfaction Translates to Success: The Case of Edward Jones
- Section 5: Conclusion
- Section 6: Exercises
- Chapter 9: Managing Groups and TeamsPrint Chapter|
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- Teamwork Takes to the Sky: The Case of General Electric
- Section 1: Group Dynamics
- Section 2: Understanding Team Design Characteristics
- Section 3: Management of Teams
- Section 4: Barriers to Effective Teams
- Section 5: The Role of Ethics and National Culture
- Green Teams at Work: The Case of New Seasons Market
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 10: Conflict and NegotiationsPrint Chapter|
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- Negotiation Failure: The Case of the PointCast
- Section 1: Understanding Conflict
- Section 2: Causes and Outcomes of Conflict
- Section 3: Conflict Management
- Section 4: Negotiations
- Section 5: The Role of Ethics and National Culture
- Avoiding Conflict at WorldCom: The Case of Bernard Ebbers
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 11: Making DecisionsPrint Chapter|
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- Chapter 12: Leading People Within OrganizationsPrint Chapter|
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- Taking on the Pepsi Challenge: The Case of Indra Nooyi
- Section 1: Who Is a Leader? Trait Approaches to Leadership
- Section 2: What Do Leaders Do? Behavioral Approaches to Leadership
- Section 3: What Is the Role of the Context? Contingency Approaches to Leadership
- Section 4: What’s New? Contemporary Approaches to Leadership
- Section 5: The Role of Ethics and National Culture
- Leadership Development: The Case of Starbucks
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 13: Power and PoliticsPrint Chapter|
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- Focus on Power: The Case of Steve Jobs
- Section 1: The Basics of Power
- Section 2: The Power to Influence
- Section 3: Organizational Politics
- Section 4: Understanding Social Networks
- Section 5: The Role of Ethics and National Culture
- Getting Connected: The Case of Social Networking
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 14: Organizational Structure and ChangePrint Chapter|
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- Chapter 15: Organizational CulturePrint Chapter|
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- Building a Customer Service Culture: The Case of Nordstrom
- Section 1: Understanding Organizational Culture
- Section 2: Characteristics of Organizational Culture
- Section 3: Creating and Maintaining Organizational Culture
- Section 4: Creating Culture Change
- Section 5: The Role of Ethics and National Culture
- Clash of the Cultures: The Case of Newell Rubbermaid
- Section 6: Conclusion
- Section 7: Exercises
There are no key terms for this page.
About the Authors
Figure 1.
Talya Bauer (Ph.D., 1994, Purdue University) is the Gerry and Marilyn Cameron Professor of Management at Portland State University. Dr. Bauer is an award-winning teacher who specializes in teaching organizational behavior, management, power and influence, and negotiations, as well as training and development at the graduate and undergraduate level. She conducts research about relationships at work. More specifically, she works in the areas of leadership, selection, and new employee onboarding, which has resulted in dozens of journal publications. She has acted as a consultant for a variety of government, Fortune 1000, and start-up organizations. Dr. Bauer is involved in professional organizations and conferences at the national level, such as serving on the Human Resource Management Executive Committee of the Academy of Management and SIOP Program Chair and member-at-large for SIOP. She is the editor of Journal of Management and is on the editorial boards for the Journal of Applied Psychology and Industrial and Organizational Psychology: Perspectives on Science and Practices, was recognized as one of the most published authors of the 1990s, and is a Fellow of SIOP and APS.
Figure 2.
Berrin Erdogan (Ph.D., 2002, University of Illinois at Chicago) is the Express Employment Professionals Endowed Professor at Portland State University. Dr. Erdogan is an award-winning teacher who teaches management, organizational behavior, and human resources management. Her research interests focus on individual attachment to organizations through fairness, leader-subordinate relations, contextual factors such as organizational culture, and person-organization fit. Her work has been published in journals such as Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology. She has conducted managerial seminars on the topics of motivation, organizational justice, performance appraisals, and training and development, and has worked as a corporate trainer. She serves on the editorial boards of Journal of Applied Psychology, Journal of Management, Journal of Organizational Behavior, and Personnel Psychology.
Citation Information
APA Format:Erdogan, Berrin., and Bauer, Talya., Organizational Behavior V1.1. Retrieved Apr 5, 2011 from http://www.flatworldknowledge.com/node/122425 .
MLA Format:Erdogan, Berrin, , and Talya Bauer. Organizational Behavior V1.1. 1969 . Flat World Knowledge. 5 Apr, 2011. <http://www.flatworldknowledge.com/node/122425> .
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