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PEARSON
Stephen P. Robbins » Timathy A. Judge
Essentials of
Organizational Behavior
Custom Edition for University of Calorado Colorado Springs
Faken from:
Essentials of Organizational Behavior, Thirteenth Edition
by Stephen P. Robbins and Timothy A. Judge
Cover Ark: Gourlesy of Phulodisn, DigilaVisiony/GellyIr-agus
token fear
Fanenlise af Organization Gebovion Th rte Eellion
fy stepnen Pehl mid many A. nage
Copmnght © 2026, 2612, 2012 hy Pearson Education, Ine
‘ene Yore, New York L004,
2 eights reserved. Nu oart ofthis book rray be reproduced, 19 any form o” By gny means, Pout
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PEARSON [MenrOemeeeey
S64 13: 9701-02250
PART 1
PART 2
PART 3
PARTS:
PARTS
Prologue
Ghapter 1
BRIEF CONTENTS
'
‘what ls Organizational Behavior? 1
Understanding Yourself and Others 76
‘chapter 2
Chapter 5
Making and Implement
Chapter 6
chapter 7
‘Chapter 8
Diversity in Organlestions 16
Passonzlity and Values 6
Perception and ladiveual Decision Makng 87
Mexivation Corcepts 105
Mocivation: Fram Cancants to Applications 125
Negotiating Power and Politics 191
Chapter 12
Chapter 13,
Leade'ship 181
Power and Polls 212
Leading, Understanding, and Transforming
the Organization System 231
Chapter 14
Chapter 15,
Chapter 16
chapter 7
Conflict and Negotiation 231
Foundaticns of Organization Streclute 248
Organizational Culture 268
Organizational Change ond Sires Management 284
CONTENTS,
PART 4 Prologue 1
Chapter 1
WHAT IS ORGANIZATIONAL
BEHAVIOR? 1
“The Importance of interpersonal Skits 2
Enter Organiztional Behavior 2
‘Complementing Inution with Systematic
suudy 3
Big bata 4
Discptines Thet Conbriute wo the OBField 5
Bxychology 6
Sovial Payehnlogy 6
Sociclogy 5
Aetbropoloay 6
There Are Few Absobitesin OB §
chalenges and Opportunities for 08 7
Responding to Econom: Pressures. 7
Responding 0 Globalization 10
Managing Workforce Diversity 11
Ineperwing store Service 1
Inrproving People kils 11
‘working in networked Organizations 11
Linharcing Linployee WllhSeing
et Work 12
rveting a Positive Work Enirormrent. 12
lerpeoving Ceca Schavion 93
‘Coming attractions: Developing an 08
Modal 13
An Oven 7
Suman 14
linpleavons far managers 12
PART 2 Understanding Yourself
and Others 16
‘Chapter 2
DIVERSITY INORGANIZATIONS 16
Divensity 17
Demographic Characteristics ofthe
Ls. Workforce 17
Loyal of Diversity 97
Dleaieination 18
Biographical Chovacevistes 20
Age 20
sex 74
Raceand Ethnicty 22
Disebiity. 23
(Other Biographical Characteristic: enure,
Rellg.on, Sexual Orientstion and Gender
anti, and Cultural denlity 24
abilty 2
Intellectual Abilis 27
Physkal ables 23
TheRole of Disabilities 30
Implementing Diversity Management
Strategies 30
Zatracting, Selecting, Deveoring,
land Retaining Diverse Employees 30
Diversity in Groupe 21
Effective Diversity Programs. 31
surunary 32
Inngteation: Yar sonagens >
Chapters PART3 Making and Implementing
PERSONALITY AND VALUES 65 Decisions 87
Pasonalty. 66 ed
What I Porsonality? 38
Dominant Personality Frameworks
The Myatetrlggs Typo ndiator 67
The Big Five Personality Mucel 68
thar Rersonalty Frameworks 71
) PERCEPTION AND INDIVIDUAL
DECISION MAKING 87
whats Perception? 69
Factor Tha fluence Percestion 88
Porson Perception: Misking Judgments
“he Datk tried 71 ‘About Others 89
Approach avoidance 73 sattvibucion Theory 89
‘Other Personality Traits Relevantto OB 74 Common Sherteuts in Judging Others 31
ore Set-Evaluations 74 ‘The tink Between Perception and individual
See Montering 74 Decision Making 52
Proactive Personality 7 Decision Making in Organizations 93
Personality and Situations 75 “The Rational Move, Bounded ational
situat'on Strength theory 76 and inuiton 93
Trot Aetvaion Theory 77 ‘common Biss and Err in Dession
"he prance ar gain Queene
Terminal vers Iseumseral Vekws 78 Confirmation Bias 95
Linking an individual's Personality and Values Availabilty Blas 96
tothe Workplice 78 Exalmion of Commitment 97
Fern JobFit./9 Ak Aversion $7
Fetion Organization Fe 80 Hindsight Bes, 97
iterations Values 31 ‘rgarizational Constrsins
Hottede’s Framework 2 ‘onDeckion Making 38
The GLOBE Framenore 85 Performance Evaluation 58
Comparison of Hofstede’ Framework Rawardsjieis 96
and the GLOBE Framavore 85 Formal Regifations 98
Summary 85 Syslenvimpoved Time Constraints 99
ERED ReC ESTs cs Historica Pracelente 98
what About ethics Dadllon
Making? 99
‘The Ethlal Deeklon crkerla 99
Geativityin Organizations 100
raathve Behavior 101
Causes of Ceatlve Behavior 102
creative Outrornesnnovatlon) 108
Summary
Iinplentions fo Manager, 103
Chapter 7
MOTIVATION CONCEPTS 105
Defining Motivation 106
arly Theodles of Modvation 106
Hianhy of Newt Theory “Uo
‘Theory X ano Theory ¥ 107
‘wo Factor Theory 108
IcCellanc!s Theory of Needs 108
‘Contemporary Theories of Motivation 110
SeltDetermbvatlon Theory 140
Goalsetting Theory 112
Other Contemporary Theories
of Motivation 114
elt Efficacy “heory 114
Equity ThecnOrgantexiorl hate 116
Expectancy Thesry 121
Workplace Metivation 123
Joh Ergagement. “23
Swnsmary 128
lpocaiens tr tena 74
Chapter 8
MOTIVATION: FROM CONCEPTS
TO APPLICATIONS 125
‘Motivating by Job Design: The Job
Characteristics Model 125
The Job Characteristics Modal 126
How Can Jobs Be Redesigned? 127
Job Ratation 128
Job Enrichment 128
Relational Job Design 128,
Alternative Work Arrangements. 130
Frextime 130
Joh Sharing 132
Teleconmuting 132
Emplayee involvement 153
Examples of Employ2e Invelerent
Programs 134
Linking Eniplayce involvement Programs
andl motivation Tacosles 135
sng Pay ta Motivate Employees 135
‘What te Pay: Establishing a Poy
Structure 35
How to ay: Rewareing invlual
Employees through variable
Programs 136
Using Benefits to Motivate Employees 132
Flexible nefits: Developing a Benafis
Package 139,
Using lnginsi Rewards te Motivate
Employees. 140
Employes Recagnitin Programe 10
Summoey 382
Innmcstore far Managers 133
PART 5 Negotiating Power
and Politics 191
Chapter 12
LEADERSHIP 151
Wht s Leadership? 192
Trait Theories 192
Behavioral Theories 193
Summary of frst theeres ancl Behadoral
These 134
Contingency Theories 198
The Fiedler Mal 195
‘other Contingenay“heories “97
‘Charismatic Leadership and Transformational
Leadership. 198,
CharimaticLeademhip 198
Transformational Leadenhin 201
‘Authentic Leadership: Ethics and Trust 204
‘Whol Authanth Leadership? 208
Ethical Leadership 208
Servant eadershin 203
Trustand beaclership. 206
Wat Areshe Comequences of [nut? 206
Leading forthe Future: Mentoring 207
Mernesing 207
<hallenges tothe Leadership Constuct 208
Leadersy asan Atriaution 208
Substitutes for and teutralizers of
leadorsip 208
Finding ane! creating Effective Loaders 208
Selecting Lesdees 209
Training Leaders. 710
summany 210
inplcaions for tranagers 200
Chapter 13
POWER AND POLITICS 212
A Defciion of Poser 213
Contrasting Leadertip and Power 213,
Ratet of ower 214
Forma! Power 214
Personal Power 215
Which vase of Power Ars Most
Effective? 215)
PowerTactks 216
How Power Affects Beople 218
Polls: Power Inaction 219,
Defintion of Organizational Poli: 219
The Reality of Plies 213
‘Causes and Consequences of Paltcal
Bshavier 220
actors Caraributing to alia
Behavior 220
Jon bs People Respond t0 Organlzatonal
oli? 722
rmpression Management 228
TheEthics of having Plticaly 227
‘Mapping Your Political Career 227
Summary 229
for Managers 229
PART 6 Leading, Understanding,
and Transforming the
Organization System 231
Chapter 14
CONFLICT AND NEGOTIATION. 231
A Detinition of Conflict 232
he aditional view af Gonice 222
The Ineractonist lew of Conflel 232
‘Types and Loci of Conflict 238
‘Tepes of Cortict 738,
LeciofCantict 234
‘The Conflict Procass 235
Stage Potential Opaasition 2°
mcamipotibly 235
Stage it Cognition end
Pessonalzation 236
Stages irertions 2.8
Stage: Behavior 737
Stage: Outenmes 738
Negotiation 240
Bargaioing Stategies 740
‘he Negotiation Process 203
Stepsin the Negotiation Process 783
Inavidualbifferencas in Negoution
Effectiveness 248
Personalfy “ais in Negotisrion 245
oedvemations In Negotiation 245
Cultursin Negotiations 208
Gander viffererces w Negotiations 246
Somimicy 287
Imteaions fr Managers 237
Chapter 15
FOUNDATIONS OF ORGANIZATION
‘STRUCTURE 249
Whatis Organizational Soucure? 250
‘Work Sperialiration 250
Deparmentalization 251
(chain of Command 252
Span of Comal 253,
CCerteliation and Decenwalizatian 25a
Foralization 754
Common Organizational Designs 255
Thesimple Structure 255
‘The Bureaucracy 756
The Mati Steucre 256
Now Design Options 258
‘he vial Grganieation 258
‘Tre Boundaryess Organization. 759
Thu Lester Organlzallox Downsizing 260
‘Why De Structures Difer? 262
Organize onal Strategies 282
‘Organiza on Size 263
Techusoyy 263
Environment 264
Organizational Designs ara Employee
Behavior 264
Snoney 756
Implications for Managers 266
Chapter 16
ORGANIZATIONAL CULTURE 268
Whats Organizational Clune? 265,
ADefintion af Organizatienal Cuture 269
Cuture $a Descriptive Te 268
(Do Orgenizations Have Uniform
uitures? 270
Serong versus Weak Cultures 270
Culture versus Formalization 271
that Bo Cuttures Do? 271
‘ThePunctions ot Guture 271
‘auiture crests Climate 271
ature a3 Lisblty 272
‘esathng and Sustaining Cutare 273
How a Culture Begins 273
Keeping aciture Alive 273,
Surman How Cufures Form 277
How Employeas Learn Culture 277
stories 2/7
Rituale 2s
Symbols 278
Language 278
Creating an thal Organizational Culture 279,
Creating aFosltve Orgenizational Culture 280
Building en Employee Suengtts 280
Resvardirg More Than Punihig 280
Emphasizing Vitaliy and Growth 281
lame nf Paste Culture 281
Global plications 282
Suunaey 783
lineation fr toners 252
Chapter 17
ORGANIZATIONAL CHANGE
AND STRESS MANAGEMENT 294
Forces for Change 285
