Verfügbarkeit: Organizational Behavior

Organizational Behavior: An Evidence-Based Guide for MBA Students

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1. Verfasser:	Hou, Ning (VerfasserIn)
Format:	Elektronisch E-Book
Sprache:	English
Veröffentlicht:	Cham Springer International Publishing AG 2023
Ausgabe:	1st ed
Online-Zugang:	DE-2070s
Beschreibung:	Description based on publisher supplied metadata and other sources
Beschreibung:	1 Online-Ressource (251 Seiten)
ISBN:	9783031313561

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MARC


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245	1	0	\|a Organizational Behavior \|b An Evidence-Based Guide for MBA Students
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505	8		\|a Intro -- Preface -- Contents -- About the Editors -- Chapter 1: Introduction to Organizational Behavior -- 1.1 Organizational Behavior -- 1.1.1 What Is Organizational Behavior? -- 1.1.1.1 OB Versus HR: What's the Difference? -- 1.1.1.2 OB Under the COVID-19 Pandemic -- 1.1.2 Why Do We Study OB? -- 1.1.2.1 Scientific Management -- 1.1.2.2 Human Relations Theory -- 1.1.3 Chapter Synopsis -- 1.1.3.1 Individual Difference: Individual Differences in Experiencing Pandemic-Induced Distress -- 1.1.3.2 Motivation: Flexible Working Hours -- 1.1.3.3 Decision Making: Decision-Making Biases During the Pandemic -- 1.1.3.4 Communication: Online Communication -- 1.1.3.5 Team: Role of Team Members -- 1.1.3.6 Leadership: Female Leaders During the Crisis -- 1.1.3.7 Organizational Process: Organization Changes During the Pandemic -- 1.2 Organizational Behavior Research -- 1.2.1 Why Conduct Research? -- 1.2.2 How to Conduct OB Research? An Example Using Greenberg (1990) -- 1.2.2.1 Purpose the Questions/Hypothesis -- 1.2.2.2 Design the Study -- 1.2.2.3 Testing the Hypothesis -- 1.2.2.4 Conclude -- 1.2.3 Design -- 1.2.3.1 Observational Research -- 1.2.3.2 Survey Study -- 1.2.3.3 Experimental Study -- 1.2.3.4 Meta-analysis -- 1.2.4 Measurement -- References -- Part I: Micro Organizational Behavior Topics -- Chapter 2: Individual Difference -- 2.1 Personality Traits -- 2.1.1 Big Five Personality -- 2.1.2 Other Traits -- 2.1.2.1 Locus of Control -- 2.1.2.2 Self-Esteem -- 2.2 Intelligence -- 2.2.1 Cognitive Abilities -- 2.2.2 Emotional Intelligence -- 2.3 Values -- 2.3.1 The Basic Human Values -- 2.3.2 Cultural Differences -- 2.3.3 Value Stability -- 2.3.4 Value's Impact -- 2.4 Person-Environment Fit -- 2.4.1 Person-Organization Fit -- 2.4.2 Person-Job Fit -- 2.4.3 Other Fit Types -- 2.5 Individual Outcomes in Organizational Context -- 2.5.1 Perception
505	8		\|a 2.5.1.1 Perceived Justice -- 2.5.1.2 Perceived Organizational Support -- 2.5.2 Job Attitude -- 2.5.3 Workplace Stress and Well-Being -- 2.5.4 Performance -- 2.6 Conclusion -- References -- Chapter 3: Motivation -- 3.1 Introduction -- 3.1.1 Why Study Motivation? -- 3.1.2 Historical Perspectives on Motivation -- 3.1.3 Nature of Motivation -- 3.2 Needs-Based Perspectives -- 3.2.1 Maslow's Hierarchy of Needs -- 3.2.2 Two-Factor Theory of Motivation -- 3.2.3 Self-Determination Theory -- 3.3 Process-Based Perspectives -- 3.3.1 Equity Theory of Motivation -- 3.3.2 Expectancy Theory -- 3.4 Learning-Based Perspectives -- 3.4.1 Traditional Versus Contemporary Views of Learning -- 3.4.2 Reinforcement Theory -- 3.4.3 Extensions of Reinforcement Theories -- 3.4.3.1 Gamification -- 3.4.3.2 Social Incentives -- 3.4.4 Social Learning -- 3.5 Applying Motivational Theories at Work -- 3.5.1 Job Characteristics Theory -- 3.5.1.1 Task Significance and Beneficiary Contact -- 3.5.1.2 IKEA Effect -- 3.5.2 Goal Setting and Motivation -- References -- Part II: Meso Organizational Behavior Topics -- Chapter 4: Teams in the Workplace -- 4.1 Team Characteristics -- 4.1.1 Norm -- 4.1.1.1 Definition of Team Norm -- 4.1.1.2 Functions of Team Norm -- 4.1.1.3 Origins of Team Norm -- 4.1.2 Climate -- 4.1.2.1 Definition of Team Climate -- 4.1.2.2 Team Psychological Empowerment Climate -- 4.1.2.3 Team Psychological Safety Climate -- 4.1.2.4 Team Service Climate -- 4.1.3 Roles -- 4.1.3.1 Definition of Roles -- 4.1.3.2 The Team Role Model -- 4.1.4 Social Loafing -- 4.1.4.1 Definition of Social Loafing -- 4.1.4.2 Theoretical Foundations of Social Loafing -- 4.1.4.3 Social Facilitation Effects -- 4.1.4.4 Triggers for Social Loafing -- 4.1.5 Cooperation and Cohesion -- 4.1.5.1 Definition and Components of Team Cohesion -- 4.1.5.2 Team Cohesion and Team Performance
505	8		\|a 4.1.5.3 Definition of Team Cooperation -- 4.1.5.4 Determinants for Team Cooperation -- 4.1.6 Competition and Conflict -- 4.1.6.1 Definition and Types of Team Conflicts -- 4.1.6.2 Team Conflicts and Team Effectiveness -- 4.1.6.3 Conflict Management Strategies -- 4.1.6.4 Definition of Team Competition -- 4.1.6.5 Categories of Team Competition -- 4.1.6.6 Team Competition and Individual Performance -- 4.2 Dynamic of Teams -- 4.2.1 Stages of Team Development -- 4.2.1.1 The Forming Stage -- 4.2.1.2 The Storming Stage -- 4.2.1.3 The Norming Stage -- 4.2.1.4 The Performing Stage -- 4.2.1.5 The Input-Process-Output Model -- 4.2.2 Punctuated Equilibrium Paradigm -- 4.2.2.1 The Deep Structure -- 4.2.2.2 The Revolutionary Periods -- 4.2.3 Team Learning and Knowledge Management -- 4.2.3.1 Definition of Team Learning -- 4.2.3.2 Knowledge Sharing -- 4.2.3.3 Knowledge Hiding -- 4.2.4 Team Leadership -- 4.2.4.1 Team Leaders' Four Main Functions -- 4.2.4.2 Person-Focused Team Leadership Behaviors -- 4.2.4.3 Task-Focused Team Leadership Behaviors -- 4.2.4.4 Vertical Leadership and Shared Leadership -- 4.2.4.5 Antecedents and Outcomes of Shared Leadership -- 4.3 Current Issues and Challenges -- 4.3.1 Virtual Teams in the Covid-19 Pandemic Context -- 4.3.1.1 Definition and Antecedents of Virtual Teams -- 4.3.1.2 Advantages and Limitations of Virtual Teams -- 4.3.1.3 Necessary Qualifications for Effective Virtual Teams -- 4.3.1.4 Boosting Virtual Team Effectiveness in the Covid-19 Pandemic Context -- 4.3.1.5 Enhance Leadership Effectiveness of Virtual Teams in the Covid-19 Pandemic Context -- 4.3.2 Composition and Diversity in Teams -- 4.3.2.1 Definition of Team Diversity -- 4.3.2.2 Surface-Level Diversity -- 4.3.2.3 Deep-Level Diversity -- 4.3.2.4 Team Diversity and Team Effectiveness -- 4.3.2.5 Team Inclusion -- 4.3.3 Justice and Ethics
505	8		\|a 4.3.3.1 Justice Climate in Teams -- 4.3.3.2 Distributive Justice in Teams -- 4.3.3.3 Procedural Justice in Teams -- 4.3.3.4 Interactional Justice in Teams -- 4.3.3.5 Team Deviance -- 4.3.3.6 Pro-group Unethical Behavior -- 4.4 Summary -- References -- Chapter 5: Decision Making -- 5.1 Decision-Making Elements -- 5.1.1 Types of Decision Making -- 5.1.2 Processes -- 5.1.2.1 Rational Decision-Making Model -- 5.1.2.2 Bounded Rationality Model -- 5.1.2.3 Intuitive Decision-Making Model -- 5.1.3 Behavioral Forces -- 5.2 Biases -- 5.2.1 Individual Biases -- 5.2.2 Group Decision Making -- 5.2.3 Group Problem-Solving -- 5.3 Nudge: Application in Work Design -- References -- Chapter 6: Communication, Conflict, and Negotiation -- 6.1 Communication -- 6.1.1 Process -- 6.1.2 Types -- 6.1.2.1 Verbal and Nonverbal -- 6.1.2.2 Levels of Communication -- 6.1.3 Media -- 6.1.3.1 Traditional Media -- 6.1.3.2 New Media -- 6.1.4 Barriers -- 6.1.4.1 Personal -- 6.1.4.2 Environmental -- 6.1.4.3 Cultural -- 6.1.4.4 Language -- 6.1.4.5 Gender -- 6.1.4.6 Organization -- 6.2 Managing Conflict -- 6.2.1 Functional Versus Dysfunctional -- 6.2.2 Conflict Modes -- 6.3 Organizational Conflict Causes -- 6.4 Organization Negotiation -- 6.4.1 Negotiation Impact Factors -- 6.4.2 Level of Negotiation -- 6.4.3 Career Advancement and Compensation -- 6.5 Summary -- References -- Chapter 7: Leadership -- 7.1 Early Leadership Theories -- 7.1.1 The Trait Approach -- 7.1.1.1 Physical Height -- 7.1.1.2 Facial Appearance -- 7.1.1.3 Personality -- 7.1.2 The Behavioral Approach -- 7.1.2.1 Kurt Lewin's Leadership Styles -- 7.1.2.2 The Ohio State Studies -- 7.1.2.3 The University of Michigan Studies -- 7.1.3 The Contingency Approach -- 7.1.3.1 Hersey and Blanchard's Situational Leadership Theory -- 7.1.3.2 Fiedler's Contingency Model -- 7.1.3.3 Path-Goal Theory -- 7.2 New Paradigm for Leadership
505	8		\|a 7.2.1 Leader-Member Exchange (LMX) -- 7.2.2 Transformational Leadership -- 7.2.3 Ethical Leadership -- 7.2.4 Shared Leadership -- 7.2.5 Abusive Supervision -- 7.3 Gender and Culture in Leadership -- 7.3.1 Gender Differences in Leadership -- 7.3.2 Cross-Cultural Research in Leadership -- 7.4 Power, Influence, and Politics -- 7.4.1 Power -- 7.4.2 Influence Tactics -- 7.4.3 Organizational Politics -- References -- Part III: Macro Organizational Behavior Topics -- Chapter 8: Organizational Processes -- 8.1 Organizational Structure -- 8.1.1 What Is Organizational Structure? -- 8.1.2 Differentiation and Integration -- 8.1.3 Structuring Characteristics -- 8.1.4 Examples of Types of Structures -- 8.1.5 What Impacts Structure? -- 8.1.6 What Do Organizational Structures Impact? -- 8.2 Organizational Culture -- 8.2.1 What Is Organizational Culture -- 8.2.2 Benefits and Liability of Cultures -- 8.2.3 Foundation, Development, and Maintenance of Organizational Cultures -- 8.3 Organizational Change -- 8.3.1 Change Process -- 8.3.2 Resistance to Change -- 8.3.3 Overcome Resistance to Change -- 8.3.4 Plan and Implement Organizational Change -- References -- Index
700	1		\|a Tan, James A. \|e Sonstige \|4 oth
700	1		\|a Valdez Paez, Gustavo \|e Sonstige \|4 oth
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Datensatz im Suchindex

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author	Hou, Ning
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contents	Intro -- Preface -- Contents -- About the Editors -- Chapter 1: Introduction to Organizational Behavior -- 1.1 Organizational Behavior -- 1.1.1 What Is Organizational Behavior? -- 1.1.1.1 OB Versus HR: What's the Difference? -- 1.1.1.2 OB Under the COVID-19 Pandemic -- 1.1.2 Why Do We Study OB? -- 1.1.2.1 Scientific Management -- 1.1.2.2 Human Relations Theory -- 1.1.3 Chapter Synopsis -- 1.1.3.1 Individual Difference: Individual Differences in Experiencing Pandemic-Induced Distress -- 1.1.3.2 Motivation: Flexible Working Hours -- 1.1.3.3 Decision Making: Decision-Making Biases During the Pandemic -- 1.1.3.4 Communication: Online Communication -- 1.1.3.5 Team: Role of Team Members -- 1.1.3.6 Leadership: Female Leaders During the Crisis -- 1.1.3.7 Organizational Process: Organization Changes During the Pandemic -- 1.2 Organizational Behavior Research -- 1.2.1 Why Conduct Research? -- 1.2.2 How to Conduct OB Research? An Example Using Greenberg (1990) -- 1.2.2.1 Purpose the Questions/Hypothesis -- 1.2.2.2 Design the Study -- 1.2.2.3 Testing the Hypothesis -- 1.2.2.4 Conclude -- 1.2.3 Design -- 1.2.3.1 Observational Research -- 1.2.3.2 Survey Study -- 1.2.3.3 Experimental Study -- 1.2.3.4 Meta-analysis -- 1.2.4 Measurement -- References -- Part I: Micro Organizational Behavior Topics -- Chapter 2: Individual Difference -- 2.1 Personality Traits -- 2.1.1 Big Five Personality -- 2.1.2 Other Traits -- 2.1.2.1 Locus of Control -- 2.1.2.2 Self-Esteem -- 2.2 Intelligence -- 2.2.1 Cognitive Abilities -- 2.2.2 Emotional Intelligence -- 2.3 Values -- 2.3.1 The Basic Human Values -- 2.3.2 Cultural Differences -- 2.3.3 Value Stability -- 2.3.4 Value's Impact -- 2.4 Person-Environment Fit -- 2.4.1 Person-Organization Fit -- 2.4.2 Person-Job Fit -- 2.4.3 Other Fit Types -- 2.5 Individual Outcomes in Organizational Context -- 2.5.1 Perception 2.5.1.1 Perceived Justice -- 2.5.1.2 Perceived Organizational Support -- 2.5.2 Job Attitude -- 2.5.3 Workplace Stress and Well-Being -- 2.5.4 Performance -- 2.6 Conclusion -- References -- Chapter 3: Motivation -- 3.1 Introduction -- 3.1.1 Why Study Motivation? -- 3.1.2 Historical Perspectives on Motivation -- 3.1.3 Nature of Motivation -- 3.2 Needs-Based Perspectives -- 3.2.1 Maslow's Hierarchy of Needs -- 3.2.2 Two-Factor Theory of Motivation -- 3.2.3 Self-Determination Theory -- 3.3 Process-Based Perspectives -- 3.3.1 Equity Theory of Motivation -- 3.3.2 Expectancy Theory -- 3.4 Learning-Based Perspectives -- 3.4.1 Traditional Versus Contemporary Views of Learning -- 3.4.2 Reinforcement Theory -- 3.4.3 Extensions of Reinforcement Theories -- 3.4.3.1 Gamification -- 3.4.3.2 Social Incentives -- 3.4.4 Social Learning -- 3.5 Applying Motivational Theories at Work -- 3.5.1 Job Characteristics Theory -- 3.5.1.1 Task Significance and Beneficiary Contact -- 3.5.1.2 IKEA Effect -- 3.5.2 Goal Setting and Motivation -- References -- Part II: Meso Organizational Behavior Topics -- Chapter 4: Teams in the Workplace -- 4.1 Team Characteristics -- 4.1.1 Norm -- 4.1.1.1 Definition of Team Norm -- 4.1.1.2 Functions of Team Norm -- 4.1.1.3 Origins of Team Norm -- 4.1.2 Climate -- 4.1.2.1 Definition of Team Climate -- 4.1.2.2 Team Psychological Empowerment Climate -- 4.1.2.3 Team Psychological Safety Climate -- 4.1.2.4 Team Service Climate -- 4.1.3 Roles -- 4.1.3.1 Definition of Roles -- 4.1.3.2 The Team Role Model -- 4.1.4 Social Loafing -- 4.1.4.1 Definition of Social Loafing -- 4.1.4.2 Theoretical Foundations of Social Loafing -- 4.1.4.3 Social Facilitation Effects -- 4.1.4.4 Triggers for Social Loafing -- 4.1.5 Cooperation and Cohesion -- 4.1.5.1 Definition and Components of Team Cohesion -- 4.1.5.2 Team Cohesion and Team Performance 4.1.5.3 Definition of Team Cooperation -- 4.1.5.4 Determinants for Team Cooperation -- 4.1.6 Competition and Conflict -- 4.1.6.1 Definition and Types of Team Conflicts -- 4.1.6.2 Team Conflicts and Team Effectiveness -- 4.1.6.3 Conflict Management Strategies -- 4.1.6.4 Definition of Team Competition -- 4.1.6.5 Categories of Team Competition -- 4.1.6.6 Team Competition and Individual Performance -- 4.2 Dynamic of Teams -- 4.2.1 Stages of Team Development -- 4.2.1.1 The Forming Stage -- 4.2.1.2 The Storming Stage -- 4.2.1.3 The Norming Stage -- 4.2.1.4 The Performing Stage -- 4.2.1.5 The Input-Process-Output Model -- 4.2.2 Punctuated Equilibrium Paradigm -- 4.2.2.1 The Deep Structure -- 4.2.2.2 The Revolutionary Periods -- 4.2.3 Team Learning and Knowledge Management -- 4.2.3.1 Definition of Team Learning -- 4.2.3.2 Knowledge Sharing -- 4.2.3.3 Knowledge Hiding -- 4.2.4 Team Leadership -- 4.2.4.1 Team Leaders' Four Main Functions -- 4.2.4.2 Person-Focused Team Leadership Behaviors -- 4.2.4.3 Task-Focused Team Leadership Behaviors -- 4.2.4.4 Vertical Leadership and Shared Leadership -- 4.2.4.5 Antecedents and Outcomes of Shared Leadership -- 4.3 Current Issues and Challenges -- 4.3.1 Virtual Teams in the Covid-19 Pandemic Context -- 4.3.1.1 Definition and Antecedents of Virtual Teams -- 4.3.1.2 Advantages and Limitations of Virtual Teams -- 4.3.1.3 Necessary Qualifications for Effective Virtual Teams -- 4.3.1.4 Boosting Virtual Team Effectiveness in the Covid-19 Pandemic Context -- 4.3.1.5 Enhance Leadership Effectiveness of Virtual Teams in the Covid-19 Pandemic Context -- 4.3.2 Composition and Diversity in Teams -- 4.3.2.1 Definition of Team Diversity -- 4.3.2.2 Surface-Level Diversity -- 4.3.2.3 Deep-Level Diversity -- 4.3.2.4 Team Diversity and Team Effectiveness -- 4.3.2.5 Team Inclusion -- 4.3.3 Justice and Ethics 4.3.3.1 Justice Climate in Teams -- 4.3.3.2 Distributive Justice in Teams -- 4.3.3.3 Procedural Justice in Teams -- 4.3.3.4 Interactional Justice in Teams -- 4.3.3.5 Team Deviance -- 4.3.3.6 Pro-group Unethical Behavior -- 4.4 Summary -- References -- Chapter 5: Decision Making -- 5.1 Decision-Making Elements -- 5.1.1 Types of Decision Making -- 5.1.2 Processes -- 5.1.2.1 Rational Decision-Making Model -- 5.1.2.2 Bounded Rationality Model -- 5.1.2.3 Intuitive Decision-Making Model -- 5.1.3 Behavioral Forces -- 5.2 Biases -- 5.2.1 Individual Biases -- 5.2.2 Group Decision Making -- 5.2.3 Group Problem-Solving -- 5.3 Nudge: Application in Work Design -- References -- Chapter 6: Communication, Conflict, and Negotiation -- 6.1 Communication -- 6.1.1 Process -- 6.1.2 Types -- 6.1.2.1 Verbal and Nonverbal -- 6.1.2.2 Levels of Communication -- 6.1.3 Media -- 6.1.3.1 Traditional Media -- 6.1.3.2 New Media -- 6.1.4 Barriers -- 6.1.4.1 Personal -- 6.1.4.2 Environmental -- 6.1.4.3 Cultural -- 6.1.4.4 Language -- 6.1.4.5 Gender -- 6.1.4.6 Organization -- 6.2 Managing Conflict -- 6.2.1 Functional Versus Dysfunctional -- 6.2.2 Conflict Modes -- 6.3 Organizational Conflict Causes -- 6.4 Organization Negotiation -- 6.4.1 Negotiation Impact Factors -- 6.4.2 Level of Negotiation -- 6.4.3 Career Advancement and Compensation -- 6.5 Summary -- References -- Chapter 7: Leadership -- 7.1 Early Leadership Theories -- 7.1.1 The Trait Approach -- 7.1.1.1 Physical Height -- 7.1.1.2 Facial Appearance -- 7.1.1.3 Personality -- 7.1.2 The Behavioral Approach -- 7.1.2.1 Kurt Lewin's Leadership Styles -- 7.1.2.2 The Ohio State Studies -- 7.1.2.3 The University of Michigan Studies -- 7.1.3 The Contingency Approach -- 7.1.3.1 Hersey and Blanchard's Situational Leadership Theory -- 7.1.3.2 Fiedler's Contingency Model -- 7.1.3.3 Path-Goal Theory -- 7.2 New Paradigm for Leadership 7.2.1 Leader-Member Exchange (LMX) -- 7.2.2 Transformational Leadership -- 7.2.3 Ethical Leadership -- 7.2.4 Shared Leadership -- 7.2.5 Abusive Supervision -- 7.3 Gender and Culture in Leadership -- 7.3.1 Gender Differences in Leadership -- 7.3.2 Cross-Cultural Research in Leadership -- 7.4 Power, Influence, and Politics -- 7.4.1 Power -- 7.4.2 Influence Tactics -- 7.4.3 Organizational Politics -- References -- Part III: Macro Organizational Behavior Topics -- Chapter 8: Organizational Processes -- 8.1 Organizational Structure -- 8.1.1 What Is Organizational Structure? -- 8.1.2 Differentiation and Integration -- 8.1.3 Structuring Characteristics -- 8.1.4 Examples of Types of Structures -- 8.1.5 What Impacts Structure? -- 8.1.6 What Do Organizational Structures Impact? -- 8.2 Organizational Culture -- 8.2.1 What Is Organizational Culture -- 8.2.2 Benefits and Liability of Cultures -- 8.2.3 Foundation, Development, and Maintenance of Organizational Cultures -- 8.3 Organizational Change -- 8.3.1 Change Process -- 8.3.2 Resistance to Change -- 8.3.3 Overcome Resistance to Change -- 8.3.4 Plan and Implement Organizational Change -- References -- Index
ctrlnum	(ZDB-30-PQE)EBC30672168 (ZDB-30-PAD)EBC30672168 (ZDB-89-EBL)EBL30672168 (OCoLC)1392343822 (DE-599)BVBBV049876383
dewey-full	658.3
dewey-hundreds	600 - Technology (Applied sciences)
dewey-ones	658 - General management
dewey-raw	658.3
dewey-search	658.3
dewey-sort	3658.3
dewey-tens	650 - Management and auxiliary services
discipline	Wirtschaftswissenschaften
edition	1st ed
format	Electronic eBook
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An Example Using Greenberg (1990) -- 1.2.2.1 Purpose the Questions/Hypothesis -- 1.2.2.2 Design the Study -- 1.2.2.3 Testing the Hypothesis -- 1.2.2.4 Conclude -- 1.2.3 Design -- 1.2.3.1 Observational Research -- 1.2.3.2 Survey Study -- 1.2.3.3 Experimental Study -- 1.2.3.4 Meta-analysis -- 1.2.4 Measurement -- References -- Part I: Micro Organizational Behavior Topics -- Chapter 2: Individual Difference -- 2.1 Personality Traits -- 2.1.1 Big Five Personality -- 2.1.2 Other Traits -- 2.1.2.1 Locus of Control -- 2.1.2.2 Self-Esteem -- 2.2 Intelligence -- 2.2.1 Cognitive Abilities -- 2.2.2 Emotional Intelligence -- 2.3 Values -- 2.3.1 The Basic Human Values -- 2.3.2 Cultural Differences -- 2.3.3 Value Stability -- 2.3.4 Value's Impact -- 2.4 Person-Environment Fit -- 2.4.1 Person-Organization Fit -- 2.4.2 Person-Job Fit -- 2.4.3 Other Fit Types -- 2.5 Individual Outcomes in Organizational Context -- 2.5.1 Perception</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2.5.1.1 Perceived Justice -- 2.5.1.2 Perceived Organizational Support -- 2.5.2 Job Attitude -- 2.5.3 Workplace Stress and Well-Being -- 2.5.4 Performance -- 2.6 Conclusion -- References -- Chapter 3: Motivation -- 3.1 Introduction -- 3.1.1 Why Study Motivation? -- 3.1.2 Historical Perspectives on Motivation -- 3.1.3 Nature of Motivation -- 3.2 Needs-Based Perspectives -- 3.2.1 Maslow's Hierarchy of Needs -- 3.2.2 Two-Factor Theory of Motivation -- 3.2.3 Self-Determination Theory -- 3.3 Process-Based Perspectives -- 3.3.1 Equity Theory of Motivation -- 3.3.2 Expectancy Theory -- 3.4 Learning-Based Perspectives -- 3.4.1 Traditional Versus Contemporary Views of Learning -- 3.4.2 Reinforcement Theory -- 3.4.3 Extensions of Reinforcement Theories -- 3.4.3.1 Gamification -- 3.4.3.2 Social Incentives -- 3.4.4 Social Learning -- 3.5 Applying Motivational Theories at Work -- 3.5.1 Job Characteristics Theory -- 3.5.1.1 Task Significance and Beneficiary Contact -- 3.5.1.2 IKEA Effect -- 3.5.2 Goal Setting and Motivation -- References -- Part II: Meso Organizational Behavior Topics -- Chapter 4: Teams in the Workplace -- 4.1 Team Characteristics -- 4.1.1 Norm -- 4.1.1.1 Definition of Team Norm -- 4.1.1.2 Functions of Team Norm -- 4.1.1.3 Origins of Team Norm -- 4.1.2 Climate -- 4.1.2.1 Definition of Team Climate -- 4.1.2.2 Team Psychological Empowerment Climate -- 4.1.2.3 Team Psychological Safety Climate -- 4.1.2.4 Team Service Climate -- 4.1.3 Roles -- 4.1.3.1 Definition of Roles -- 4.1.3.2 The Team Role Model -- 4.1.4 Social Loafing -- 4.1.4.1 Definition of Social Loafing -- 4.1.4.2 Theoretical Foundations of Social Loafing -- 4.1.4.3 Social Facilitation Effects -- 4.1.4.4 Triggers for Social Loafing -- 4.1.5 Cooperation and Cohesion -- 4.1.5.1 Definition and Components of Team Cohesion -- 4.1.5.2 Team Cohesion and Team Performance</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.1.5.3 Definition of Team Cooperation -- 4.1.5.4 Determinants for Team Cooperation -- 4.1.6 Competition and Conflict -- 4.1.6.1 Definition and Types of Team Conflicts -- 4.1.6.2 Team Conflicts and Team Effectiveness -- 4.1.6.3 Conflict Management Strategies -- 4.1.6.4 Definition of Team Competition -- 4.1.6.5 Categories of Team Competition -- 4.1.6.6 Team Competition and Individual Performance -- 4.2 Dynamic of Teams -- 4.2.1 Stages of Team Development -- 4.2.1.1 The Forming Stage -- 4.2.1.2 The Storming Stage -- 4.2.1.3 The Norming Stage -- 4.2.1.4 The Performing Stage -- 4.2.1.5 The Input-Process-Output Model -- 4.2.2 Punctuated Equilibrium Paradigm -- 4.2.2.1 The Deep Structure -- 4.2.2.2 The Revolutionary Periods -- 4.2.3 Team Learning and Knowledge Management -- 4.2.3.1 Definition of Team Learning -- 4.2.3.2 Knowledge Sharing -- 4.2.3.3 Knowledge Hiding -- 4.2.4 Team Leadership -- 4.2.4.1 Team Leaders' Four Main Functions -- 4.2.4.2 Person-Focused Team Leadership Behaviors -- 4.2.4.3 Task-Focused Team Leadership Behaviors -- 4.2.4.4 Vertical Leadership and Shared Leadership -- 4.2.4.5 Antecedents and Outcomes of Shared Leadership -- 4.3 Current Issues and Challenges -- 4.3.1 Virtual Teams in the Covid-19 Pandemic Context -- 4.3.1.1 Definition and Antecedents of Virtual Teams -- 4.3.1.2 Advantages and Limitations of Virtual Teams -- 4.3.1.3 Necessary Qualifications for Effective Virtual Teams -- 4.3.1.4 Boosting Virtual Team Effectiveness in the Covid-19 Pandemic Context -- 4.3.1.5 Enhance Leadership Effectiveness of Virtual Teams in the Covid-19 Pandemic Context -- 4.3.2 Composition and Diversity in Teams -- 4.3.2.1 Definition of Team Diversity -- 4.3.2.2 Surface-Level Diversity -- 4.3.2.3 Deep-Level Diversity -- 4.3.2.4 Team Diversity and Team Effectiveness -- 4.3.2.5 Team Inclusion -- 4.3.3 Justice and Ethics</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.3.3.1 Justice Climate in Teams -- 4.3.3.2 Distributive Justice in Teams -- 4.3.3.3 Procedural Justice in Teams -- 4.3.3.4 Interactional Justice in Teams -- 4.3.3.5 Team Deviance -- 4.3.3.6 Pro-group Unethical Behavior -- 4.4 Summary -- References -- Chapter 5: Decision Making -- 5.1 Decision-Making Elements -- 5.1.1 Types of Decision Making -- 5.1.2 Processes -- 5.1.2.1 Rational Decision-Making Model -- 5.1.2.2 Bounded Rationality Model -- 5.1.2.3 Intuitive Decision-Making Model -- 5.1.3 Behavioral Forces -- 5.2 Biases -- 5.2.1 Individual Biases -- 5.2.2 Group Decision Making -- 5.2.3 Group Problem-Solving -- 5.3 Nudge: Application in Work Design -- References -- Chapter 6: Communication, Conflict, and Negotiation -- 6.1 Communication -- 6.1.1 Process -- 6.1.2 Types -- 6.1.2.1 Verbal and Nonverbal -- 6.1.2.2 Levels of Communication -- 6.1.3 Media -- 6.1.3.1 Traditional Media -- 6.1.3.2 New Media -- 6.1.4 Barriers -- 6.1.4.1 Personal -- 6.1.4.2 Environmental -- 6.1.4.3 Cultural -- 6.1.4.4 Language -- 6.1.4.5 Gender -- 6.1.4.6 Organization -- 6.2 Managing Conflict -- 6.2.1 Functional Versus Dysfunctional -- 6.2.2 Conflict Modes -- 6.3 Organizational Conflict Causes -- 6.4 Organization Negotiation -- 6.4.1 Negotiation Impact Factors -- 6.4.2 Level of Negotiation -- 6.4.3 Career Advancement and Compensation -- 6.5 Summary -- References -- Chapter 7: Leadership -- 7.1 Early Leadership Theories -- 7.1.1 The Trait Approach -- 7.1.1.1 Physical Height -- 7.1.1.2 Facial Appearance -- 7.1.1.3 Personality -- 7.1.2 The Behavioral Approach -- 7.1.2.1 Kurt Lewin's Leadership Styles -- 7.1.2.2 The Ohio State Studies -- 7.1.2.3 The University of Michigan Studies -- 7.1.3 The Contingency Approach -- 7.1.3.1 Hersey and Blanchard's Situational Leadership Theory -- 7.1.3.2 Fiedler's Contingency Model -- 7.1.3.3 Path-Goal Theory -- 7.2 New Paradigm for Leadership</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.2.1 Leader-Member Exchange (LMX) -- 7.2.2 Transformational Leadership -- 7.2.3 Ethical Leadership -- 7.2.4 Shared Leadership -- 7.2.5 Abusive Supervision -- 7.3 Gender and Culture in Leadership -- 7.3.1 Gender Differences in Leadership -- 7.3.2 Cross-Cultural Research in Leadership -- 7.4 Power, Influence, and Politics -- 7.4.1 Power -- 7.4.2 Influence Tactics -- 7.4.3 Organizational Politics -- References -- Part III: Macro Organizational Behavior Topics -- Chapter 8: Organizational Processes -- 8.1 Organizational Structure -- 8.1.1 What Is Organizational Structure? -- 8.1.2 Differentiation and Integration -- 8.1.3 Structuring Characteristics -- 8.1.4 Examples of Types of Structures -- 8.1.5 What Impacts Structure? -- 8.1.6 What Do Organizational Structures Impact? -- 8.2 Organizational Culture -- 8.2.1 What Is Organizational Culture -- 8.2.2 Benefits and Liability of Cultures -- 8.2.3 Foundation, Development, and Maintenance of Organizational Cultures -- 8.3 Organizational Change -- 8.3.1 Change Process -- 8.3.2 Resistance to Change -- 8.3.3 Overcome Resistance to Change -- 8.3.4 Plan and Implement Organizational Change -- 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spelling	Hou, Ning Verfasser aut Organizational Behavior An Evidence-Based Guide for MBA Students 1st ed Cham Springer International Publishing AG 2023 ©2023 1 Online-Ressource (251 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- About the Editors -- Chapter 1: Introduction to Organizational Behavior -- 1.1 Organizational Behavior -- 1.1.1 What Is Organizational Behavior? -- 1.1.1.1 OB Versus HR: What's the Difference? -- 1.1.1.2 OB Under the COVID-19 Pandemic -- 1.1.2 Why Do We Study OB? -- 1.1.2.1 Scientific Management -- 1.1.2.2 Human Relations Theory -- 1.1.3 Chapter Synopsis -- 1.1.3.1 Individual Difference: Individual Differences in Experiencing Pandemic-Induced Distress -- 1.1.3.2 Motivation: Flexible Working Hours -- 1.1.3.3 Decision Making: Decision-Making Biases During the Pandemic -- 1.1.3.4 Communication: Online Communication -- 1.1.3.5 Team: Role of Team Members -- 1.1.3.6 Leadership: Female Leaders During the Crisis -- 1.1.3.7 Organizational Process: Organization Changes During the Pandemic -- 1.2 Organizational Behavior Research -- 1.2.1 Why Conduct Research? -- 1.2.2 How to Conduct OB Research? An Example Using Greenberg (1990) -- 1.2.2.1 Purpose the Questions/Hypothesis -- 1.2.2.2 Design the Study -- 1.2.2.3 Testing the Hypothesis -- 1.2.2.4 Conclude -- 1.2.3 Design -- 1.2.3.1 Observational Research -- 1.2.3.2 Survey Study -- 1.2.3.3 Experimental Study -- 1.2.3.4 Meta-analysis -- 1.2.4 Measurement -- References -- Part I: Micro Organizational Behavior Topics -- Chapter 2: Individual Difference -- 2.1 Personality Traits -- 2.1.1 Big Five Personality -- 2.1.2 Other Traits -- 2.1.2.1 Locus of Control -- 2.1.2.2 Self-Esteem -- 2.2 Intelligence -- 2.2.1 Cognitive Abilities -- 2.2.2 Emotional Intelligence -- 2.3 Values -- 2.3.1 The Basic Human Values -- 2.3.2 Cultural Differences -- 2.3.3 Value Stability -- 2.3.4 Value's Impact -- 2.4 Person-Environment Fit -- 2.4.1 Person-Organization Fit -- 2.4.2 Person-Job Fit -- 2.4.3 Other Fit Types -- 2.5 Individual Outcomes in Organizational Context -- 2.5.1 Perception 2.5.1.1 Perceived Justice -- 2.5.1.2 Perceived Organizational Support -- 2.5.2 Job Attitude -- 2.5.3 Workplace Stress and Well-Being -- 2.5.4 Performance -- 2.6 Conclusion -- References -- Chapter 3: Motivation -- 3.1 Introduction -- 3.1.1 Why Study Motivation? -- 3.1.2 Historical Perspectives on Motivation -- 3.1.3 Nature of Motivation -- 3.2 Needs-Based Perspectives -- 3.2.1 Maslow's Hierarchy of Needs -- 3.2.2 Two-Factor Theory of Motivation -- 3.2.3 Self-Determination Theory -- 3.3 Process-Based Perspectives -- 3.3.1 Equity Theory of Motivation -- 3.3.2 Expectancy Theory -- 3.4 Learning-Based Perspectives -- 3.4.1 Traditional Versus Contemporary Views of Learning -- 3.4.2 Reinforcement Theory -- 3.4.3 Extensions of Reinforcement Theories -- 3.4.3.1 Gamification -- 3.4.3.2 Social Incentives -- 3.4.4 Social Learning -- 3.5 Applying Motivational Theories at Work -- 3.5.1 Job Characteristics Theory -- 3.5.1.1 Task Significance and Beneficiary Contact -- 3.5.1.2 IKEA Effect -- 3.5.2 Goal Setting and Motivation -- References -- Part II: Meso Organizational Behavior Topics -- Chapter 4: Teams in the Workplace -- 4.1 Team Characteristics -- 4.1.1 Norm -- 4.1.1.1 Definition of Team Norm -- 4.1.1.2 Functions of Team Norm -- 4.1.1.3 Origins of Team Norm -- 4.1.2 Climate -- 4.1.2.1 Definition of Team Climate -- 4.1.2.2 Team Psychological Empowerment Climate -- 4.1.2.3 Team Psychological Safety Climate -- 4.1.2.4 Team Service Climate -- 4.1.3 Roles -- 4.1.3.1 Definition of Roles -- 4.1.3.2 The Team Role Model -- 4.1.4 Social Loafing -- 4.1.4.1 Definition of Social Loafing -- 4.1.4.2 Theoretical Foundations of Social Loafing -- 4.1.4.3 Social Facilitation Effects -- 4.1.4.4 Triggers for Social Loafing -- 4.1.5 Cooperation and Cohesion -- 4.1.5.1 Definition and Components of Team Cohesion -- 4.1.5.2 Team Cohesion and Team Performance 4.1.5.3 Definition of Team Cooperation -- 4.1.5.4 Determinants for Team Cooperation -- 4.1.6 Competition and Conflict -- 4.1.6.1 Definition and Types of Team Conflicts -- 4.1.6.2 Team Conflicts and Team Effectiveness -- 4.1.6.3 Conflict Management Strategies -- 4.1.6.4 Definition of Team Competition -- 4.1.6.5 Categories of Team Competition -- 4.1.6.6 Team Competition and Individual Performance -- 4.2 Dynamic of Teams -- 4.2.1 Stages of Team Development -- 4.2.1.1 The Forming Stage -- 4.2.1.2 The Storming Stage -- 4.2.1.3 The Norming Stage -- 4.2.1.4 The Performing Stage -- 4.2.1.5 The Input-Process-Output Model -- 4.2.2 Punctuated Equilibrium Paradigm -- 4.2.2.1 The Deep Structure -- 4.2.2.2 The Revolutionary Periods -- 4.2.3 Team Learning and Knowledge Management -- 4.2.3.1 Definition of Team Learning -- 4.2.3.2 Knowledge Sharing -- 4.2.3.3 Knowledge Hiding -- 4.2.4 Team Leadership -- 4.2.4.1 Team Leaders' Four Main Functions -- 4.2.4.2 Person-Focused Team Leadership Behaviors -- 4.2.4.3 Task-Focused Team Leadership Behaviors -- 4.2.4.4 Vertical Leadership and Shared Leadership -- 4.2.4.5 Antecedents and Outcomes of Shared Leadership -- 4.3 Current Issues and Challenges -- 4.3.1 Virtual Teams in the Covid-19 Pandemic Context -- 4.3.1.1 Definition and Antecedents of Virtual Teams -- 4.3.1.2 Advantages and Limitations of Virtual Teams -- 4.3.1.3 Necessary Qualifications for Effective Virtual Teams -- 4.3.1.4 Boosting Virtual Team Effectiveness in the Covid-19 Pandemic Context -- 4.3.1.5 Enhance Leadership Effectiveness of Virtual Teams in the Covid-19 Pandemic Context -- 4.3.2 Composition and Diversity in Teams -- 4.3.2.1 Definition of Team Diversity -- 4.3.2.2 Surface-Level Diversity -- 4.3.2.3 Deep-Level Diversity -- 4.3.2.4 Team Diversity and Team Effectiveness -- 4.3.2.5 Team Inclusion -- 4.3.3 Justice and Ethics 4.3.3.1 Justice Climate in Teams -- 4.3.3.2 Distributive Justice in Teams -- 4.3.3.3 Procedural Justice in Teams -- 4.3.3.4 Interactional Justice in Teams -- 4.3.3.5 Team Deviance -- 4.3.3.6 Pro-group Unethical Behavior -- 4.4 Summary -- References -- Chapter 5: Decision Making -- 5.1 Decision-Making Elements -- 5.1.1 Types of Decision Making -- 5.1.2 Processes -- 5.1.2.1 Rational Decision-Making Model -- 5.1.2.2 Bounded Rationality Model -- 5.1.2.3 Intuitive Decision-Making Model -- 5.1.3 Behavioral Forces -- 5.2 Biases -- 5.2.1 Individual Biases -- 5.2.2 Group Decision Making -- 5.2.3 Group Problem-Solving -- 5.3 Nudge: Application in Work Design -- References -- Chapter 6: Communication, Conflict, and Negotiation -- 6.1 Communication -- 6.1.1 Process -- 6.1.2 Types -- 6.1.2.1 Verbal and Nonverbal -- 6.1.2.2 Levels of Communication -- 6.1.3 Media -- 6.1.3.1 Traditional Media -- 6.1.3.2 New Media -- 6.1.4 Barriers -- 6.1.4.1 Personal -- 6.1.4.2 Environmental -- 6.1.4.3 Cultural -- 6.1.4.4 Language -- 6.1.4.5 Gender -- 6.1.4.6 Organization -- 6.2 Managing Conflict -- 6.2.1 Functional Versus Dysfunctional -- 6.2.2 Conflict Modes -- 6.3 Organizational Conflict Causes -- 6.4 Organization Negotiation -- 6.4.1 Negotiation Impact Factors -- 6.4.2 Level of Negotiation -- 6.4.3 Career Advancement and Compensation -- 6.5 Summary -- References -- Chapter 7: Leadership -- 7.1 Early Leadership Theories -- 7.1.1 The Trait Approach -- 7.1.1.1 Physical Height -- 7.1.1.2 Facial Appearance -- 7.1.1.3 Personality -- 7.1.2 The Behavioral Approach -- 7.1.2.1 Kurt Lewin's Leadership Styles -- 7.1.2.2 The Ohio State Studies -- 7.1.2.3 The University of Michigan Studies -- 7.1.3 The Contingency Approach -- 7.1.3.1 Hersey and Blanchard's Situational Leadership Theory -- 7.1.3.2 Fiedler's Contingency Model -- 7.1.3.3 Path-Goal Theory -- 7.2 New Paradigm for Leadership 7.2.1 Leader-Member Exchange (LMX) -- 7.2.2 Transformational Leadership -- 7.2.3 Ethical Leadership -- 7.2.4 Shared Leadership -- 7.2.5 Abusive Supervision -- 7.3 Gender and Culture in Leadership -- 7.3.1 Gender Differences in Leadership -- 7.3.2 Cross-Cultural Research in Leadership -- 7.4 Power, Influence, and Politics -- 7.4.1 Power -- 7.4.2 Influence Tactics -- 7.4.3 Organizational Politics -- References -- Part III: Macro Organizational Behavior Topics -- Chapter 8: Organizational Processes -- 8.1 Organizational Structure -- 8.1.1 What Is Organizational Structure? -- 8.1.2 Differentiation and Integration -- 8.1.3 Structuring Characteristics -- 8.1.4 Examples of Types of Structures -- 8.1.5 What Impacts Structure? -- 8.1.6 What Do Organizational Structures Impact? -- 8.2 Organizational Culture -- 8.2.1 What Is Organizational Culture -- 8.2.2 Benefits and Liability of Cultures -- 8.2.3 Foundation, Development, and Maintenance of Organizational Cultures -- 8.3 Organizational Change -- 8.3.1 Change Process -- 8.3.2 Resistance to Change -- 8.3.3 Overcome Resistance to Change -- 8.3.4 Plan and Implement Organizational Change -- References -- Index Tan, James A. Sonstige oth Valdez Paez, Gustavo Sonstige oth Erscheint auch als Druck-Ausgabe Hou, Ning Organizational Behavior Cham : Springer International Publishing AG,c2023 9783031313554
spellingShingle	Hou, Ning Organizational Behavior An Evidence-Based Guide for MBA Students Intro -- Preface -- Contents -- About the Editors -- Chapter 1: Introduction to Organizational Behavior -- 1.1 Organizational Behavior -- 1.1.1 What Is Organizational Behavior? -- 1.1.1.1 OB Versus HR: What's the Difference? -- 1.1.1.2 OB Under the COVID-19 Pandemic -- 1.1.2 Why Do We Study OB? -- 1.1.2.1 Scientific Management -- 1.1.2.2 Human Relations Theory -- 1.1.3 Chapter Synopsis -- 1.1.3.1 Individual Difference: Individual Differences in Experiencing Pandemic-Induced Distress -- 1.1.3.2 Motivation: Flexible Working Hours -- 1.1.3.3 Decision Making: Decision-Making Biases During the Pandemic -- 1.1.3.4 Communication: Online Communication -- 1.1.3.5 Team: Role of Team Members -- 1.1.3.6 Leadership: Female Leaders During the Crisis -- 1.1.3.7 Organizational Process: Organization Changes During the Pandemic -- 1.2 Organizational Behavior Research -- 1.2.1 Why Conduct Research? -- 1.2.2 How to Conduct OB Research? An Example Using Greenberg (1990) -- 1.2.2.1 Purpose the Questions/Hypothesis -- 1.2.2.2 Design the Study -- 1.2.2.3 Testing the Hypothesis -- 1.2.2.4 Conclude -- 1.2.3 Design -- 1.2.3.1 Observational Research -- 1.2.3.2 Survey Study -- 1.2.3.3 Experimental Study -- 1.2.3.4 Meta-analysis -- 1.2.4 Measurement -- References -- Part I: Micro Organizational Behavior Topics -- Chapter 2: Individual Difference -- 2.1 Personality Traits -- 2.1.1 Big Five Personality -- 2.1.2 Other Traits -- 2.1.2.1 Locus of Control -- 2.1.2.2 Self-Esteem -- 2.2 Intelligence -- 2.2.1 Cognitive Abilities -- 2.2.2 Emotional Intelligence -- 2.3 Values -- 2.3.1 The Basic Human Values -- 2.3.2 Cultural Differences -- 2.3.3 Value Stability -- 2.3.4 Value's Impact -- 2.4 Person-Environment Fit -- 2.4.1 Person-Organization Fit -- 2.4.2 Person-Job Fit -- 2.4.3 Other Fit Types -- 2.5 Individual Outcomes in Organizational Context -- 2.5.1 Perception 2.5.1.1 Perceived Justice -- 2.5.1.2 Perceived Organizational Support -- 2.5.2 Job Attitude -- 2.5.3 Workplace Stress and Well-Being -- 2.5.4 Performance -- 2.6 Conclusion -- References -- Chapter 3: Motivation -- 3.1 Introduction -- 3.1.1 Why Study Motivation? -- 3.1.2 Historical Perspectives on Motivation -- 3.1.3 Nature of Motivation -- 3.2 Needs-Based Perspectives -- 3.2.1 Maslow's Hierarchy of Needs -- 3.2.2 Two-Factor Theory of Motivation -- 3.2.3 Self-Determination Theory -- 3.3 Process-Based Perspectives -- 3.3.1 Equity Theory of Motivation -- 3.3.2 Expectancy Theory -- 3.4 Learning-Based Perspectives -- 3.4.1 Traditional Versus Contemporary Views of Learning -- 3.4.2 Reinforcement Theory -- 3.4.3 Extensions of Reinforcement Theories -- 3.4.3.1 Gamification -- 3.4.3.2 Social Incentives -- 3.4.4 Social Learning -- 3.5 Applying Motivational Theories at Work -- 3.5.1 Job Characteristics Theory -- 3.5.1.1 Task Significance and Beneficiary Contact -- 3.5.1.2 IKEA Effect -- 3.5.2 Goal Setting and Motivation -- References -- Part II: Meso Organizational Behavior Topics -- Chapter 4: Teams in the Workplace -- 4.1 Team Characteristics -- 4.1.1 Norm -- 4.1.1.1 Definition of Team Norm -- 4.1.1.2 Functions of Team Norm -- 4.1.1.3 Origins of Team Norm -- 4.1.2 Climate -- 4.1.2.1 Definition of Team Climate -- 4.1.2.2 Team Psychological Empowerment Climate -- 4.1.2.3 Team Psychological Safety Climate -- 4.1.2.4 Team Service Climate -- 4.1.3 Roles -- 4.1.3.1 Definition of Roles -- 4.1.3.2 The Team Role Model -- 4.1.4 Social Loafing -- 4.1.4.1 Definition of Social Loafing -- 4.1.4.2 Theoretical Foundations of Social Loafing -- 4.1.4.3 Social Facilitation Effects -- 4.1.4.4 Triggers for Social Loafing -- 4.1.5 Cooperation and Cohesion -- 4.1.5.1 Definition and Components of Team Cohesion -- 4.1.5.2 Team Cohesion and Team Performance 4.1.5.3 Definition of Team Cooperation -- 4.1.5.4 Determinants for Team Cooperation -- 4.1.6 Competition and Conflict -- 4.1.6.1 Definition and Types of Team Conflicts -- 4.1.6.2 Team Conflicts and Team Effectiveness -- 4.1.6.3 Conflict Management Strategies -- 4.1.6.4 Definition of Team Competition -- 4.1.6.5 Categories of Team Competition -- 4.1.6.6 Team Competition and Individual Performance -- 4.2 Dynamic of Teams -- 4.2.1 Stages of Team Development -- 4.2.1.1 The Forming Stage -- 4.2.1.2 The Storming Stage -- 4.2.1.3 The Norming Stage -- 4.2.1.4 The Performing Stage -- 4.2.1.5 The Input-Process-Output Model -- 4.2.2 Punctuated Equilibrium Paradigm -- 4.2.2.1 The Deep Structure -- 4.2.2.2 The Revolutionary Periods -- 4.2.3 Team Learning and Knowledge Management -- 4.2.3.1 Definition of Team Learning -- 4.2.3.2 Knowledge Sharing -- 4.2.3.3 Knowledge Hiding -- 4.2.4 Team Leadership -- 4.2.4.1 Team Leaders' Four Main Functions -- 4.2.4.2 Person-Focused Team Leadership Behaviors -- 4.2.4.3 Task-Focused Team Leadership Behaviors -- 4.2.4.4 Vertical Leadership and Shared Leadership -- 4.2.4.5 Antecedents and Outcomes of Shared Leadership -- 4.3 Current Issues and Challenges -- 4.3.1 Virtual Teams in the Covid-19 Pandemic Context -- 4.3.1.1 Definition and Antecedents of Virtual Teams -- 4.3.1.2 Advantages and Limitations of Virtual Teams -- 4.3.1.3 Necessary Qualifications for Effective Virtual Teams -- 4.3.1.4 Boosting Virtual Team Effectiveness in the Covid-19 Pandemic Context -- 4.3.1.5 Enhance Leadership Effectiveness of Virtual Teams in the Covid-19 Pandemic Context -- 4.3.2 Composition and Diversity in Teams -- 4.3.2.1 Definition of Team Diversity -- 4.3.2.2 Surface-Level Diversity -- 4.3.2.3 Deep-Level Diversity -- 4.3.2.4 Team Diversity and Team Effectiveness -- 4.3.2.5 Team Inclusion -- 4.3.3 Justice and Ethics 4.3.3.1 Justice Climate in Teams -- 4.3.3.2 Distributive Justice in Teams -- 4.3.3.3 Procedural Justice in Teams -- 4.3.3.4 Interactional Justice in Teams -- 4.3.3.5 Team Deviance -- 4.3.3.6 Pro-group Unethical Behavior -- 4.4 Summary -- References -- Chapter 5: Decision Making -- 5.1 Decision-Making Elements -- 5.1.1 Types of Decision Making -- 5.1.2 Processes -- 5.1.2.1 Rational Decision-Making Model -- 5.1.2.2 Bounded Rationality Model -- 5.1.2.3 Intuitive Decision-Making Model -- 5.1.3 Behavioral Forces -- 5.2 Biases -- 5.2.1 Individual Biases -- 5.2.2 Group Decision Making -- 5.2.3 Group Problem-Solving -- 5.3 Nudge: Application in Work Design -- References -- Chapter 6: Communication, Conflict, and Negotiation -- 6.1 Communication -- 6.1.1 Process -- 6.1.2 Types -- 6.1.2.1 Verbal and Nonverbal -- 6.1.2.2 Levels of Communication -- 6.1.3 Media -- 6.1.3.1 Traditional Media -- 6.1.3.2 New Media -- 6.1.4 Barriers -- 6.1.4.1 Personal -- 6.1.4.2 Environmental -- 6.1.4.3 Cultural -- 6.1.4.4 Language -- 6.1.4.5 Gender -- 6.1.4.6 Organization -- 6.2 Managing Conflict -- 6.2.1 Functional Versus Dysfunctional -- 6.2.2 Conflict Modes -- 6.3 Organizational Conflict Causes -- 6.4 Organization Negotiation -- 6.4.1 Negotiation Impact Factors -- 6.4.2 Level of Negotiation -- 6.4.3 Career Advancement and Compensation -- 6.5 Summary -- References -- Chapter 7: Leadership -- 7.1 Early Leadership Theories -- 7.1.1 The Trait Approach -- 7.1.1.1 Physical Height -- 7.1.1.2 Facial Appearance -- 7.1.1.3 Personality -- 7.1.2 The Behavioral Approach -- 7.1.2.1 Kurt Lewin's Leadership Styles -- 7.1.2.2 The Ohio State Studies -- 7.1.2.3 The University of Michigan Studies -- 7.1.3 The Contingency Approach -- 7.1.3.1 Hersey and Blanchard's Situational Leadership Theory -- 7.1.3.2 Fiedler's Contingency Model -- 7.1.3.3 Path-Goal Theory -- 7.2 New Paradigm for Leadership 7.2.1 Leader-Member Exchange (LMX) -- 7.2.2 Transformational Leadership -- 7.2.3 Ethical Leadership -- 7.2.4 Shared Leadership -- 7.2.5 Abusive Supervision -- 7.3 Gender and Culture in Leadership -- 7.3.1 Gender Differences in Leadership -- 7.3.2 Cross-Cultural Research in Leadership -- 7.4 Power, Influence, and Politics -- 7.4.1 Power -- 7.4.2 Influence Tactics -- 7.4.3 Organizational Politics -- References -- Part III: Macro Organizational Behavior Topics -- Chapter 8: Organizational Processes -- 8.1 Organizational Structure -- 8.1.1 What Is Organizational Structure? -- 8.1.2 Differentiation and Integration -- 8.1.3 Structuring Characteristics -- 8.1.4 Examples of Types of Structures -- 8.1.5 What Impacts Structure? -- 8.1.6 What Do Organizational Structures Impact? -- 8.2 Organizational Culture -- 8.2.1 What Is Organizational Culture -- 8.2.2 Benefits and Liability of Cultures -- 8.2.3 Foundation, Development, and Maintenance of Organizational Cultures -- 8.3 Organizational Change -- 8.3.1 Change Process -- 8.3.2 Resistance to Change -- 8.3.3 Overcome Resistance to Change -- 8.3.4 Plan and Implement Organizational Change -- References -- Index
title	Organizational Behavior An Evidence-Based Guide for MBA Students
title_auth	Organizational Behavior An Evidence-Based Guide for MBA Students
title_exact_search	Organizational Behavior An Evidence-Based Guide for MBA Students
title_full	Organizational Behavior An Evidence-Based Guide for MBA Students
title_fullStr	Organizational Behavior An Evidence-Based Guide for MBA Students
title_full_unstemmed	Organizational Behavior An Evidence-Based Guide for MBA Students
title_short	Organizational Behavior
title_sort	organizational behavior an evidence based guide for mba students
title_sub	An Evidence-Based Guide for MBA Students
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