Name: Solution Manual for Organizational Behavior: Bridging Science and Practice Version 3.0
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This is completed downloadable of Solution Manual for Organizational Behavior: Bridging Science and Practice Version 3.0

Product Details:

ISBN-10 ‏ : ‎ 1453391975
ISBN-13 ‏ : ‎ 978-1453391976
Author: Talya Buer (Author), Berrin Erdogan (Author)

When purchased from FlatWorld (the publisher), this Color Print Textbook includes Online Access, Quizzes, Flashcards and Homework (if professor uses Homework system). Online textbook is accessible. By expertly weaving together the equally important strands of management theory and practice, Organizational Behavior: Bridging Science and Practice provides students with the key vocabulary, conceptual frameworks, and critical thinking skills necessary to diagnose work-based interactions, ask pertinent questions, evaluate gathered data, and act in an effective and ethical manner regardless of situational characteristics.

Table of Content:

Chapter 1: Organizational Behavior
1.1: Employee Engagement in Organizational Change Toward B Corp Status: The Case of Townshend’s Te
1.2: Understanding Organizational Behavior
About This Book
What Is Organizational Behavior?
Why Organizational Behavior Matters
Adding to Your OB Toolbox
Isn’t OB Just Common Sense?
1.3: Learning and Retention
Learning and Retaining Information
Learning Style Preferences
Internships as Learning Opportunities
1.4: Organizational Behavior Research Methods
Research Concepts, Tools, and Approaches
Surveys
Field Studies
Laboratory Studies
Case Studies
Meta-Analysis
Machine Learning
Measurement Issues in OB
Analytics
1.5: Trends Influencing Organizational Behavior
Challenges and Opportunities
Ethical Challenges
Online Data Privacy Concerns
Lack of Employee Engagement
Technology: Processing Power, Billions of Emails, and Automation
Uneven Information Quality
Sustainability and Green Business Practices
Aging Workforce
The Global Marketplace for Staffing
1.6: Maintaining a Customer Service Culture: The Case of Les Schwab Tires
1.7: Conclusion
1.8: Exercises
Endnotes
Chapter 2: Diversity in the Workplace
2.1: Equality as a Core Value: The Case of Salesforce.com
2.2: Demographic Diversity
Benefits of Diversity and Inclusion
Higher Creativity in Decision Making
Better Understanding and Service of Customers
More Satisfied Workforce
Higher Stock Prices
Lower Litigation Expenses
Higher Company Performance
Challenges of Diversity
Similarity-Attraction Phenomenon
Faultlines
Stereotypes and Unconscious Biases
Specific Diversity Issues
Gender Diversity in the Workplace
Earnings Gap
Glass Ceiling
Sexual Harassment
Race Diversity in the Workplace
Age Diversity in the Workplace
Religious Diversity in the Workplace
Employees with Disabilities in the Workplace
Sexual Orientation Diversity in the Workplace
Suggestions for Managing Demographic Diversity
Build an Inclusive Culture
Make Managers Accountable for Diversity
Diversity Training Programs
Review Recruitment Practices
Affirmative Action Programs
2.3: Cultural Diversity
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Aggressive-Nurturing (Masculinity–Femininity)
Suggestions for Managing Cultural Diversity
Help Employees Build Cultural Intelligence
Avoid Ethnocentrism
Listen to Locals
Recognize That Culture Changes
Do Not Always Assume That Culture Is the Problem
2.4: The Role of Ethics and National Culture
Diversity and Ethics
Diversity Around the Globe
2.5: Managing Diversity for Success: The Case of IBM
2.6: Conclusion
2.7: Exercises
Endnotes
Chapter 3: Understanding People at Work: Individual Differences and Perception
3.1: Hiring for Match: The Case of Netflix
3.2: The Interactionist Perspective: The Role of Fit
3.3: Individual Differences: Values and Personality
Values
Personality
Big Five Personality Traits
Myers-Briggs Type Indicator
Positive and Negative Affectivity
Self-Monitoring
Proactive Personality
Self-Esteem
Self-Efficacy
Locus of Control
Personality Testing in Employee Selection
3.4: Perception
Visual Perception
Self-Perception
Social Perception
Attributions
3.5: The Role of Ethics and National Culture
Individual Differences and Ethics
Individual Differences Around the Globe
3.6: Using Big Data to Match Applicants to Jobs: The Case of Cornerstone OnDemand
3.7: Conclusion
3.8: Exercises
Endnotes
Chapter 4: Individual Attitudes and Behaviors
4.1: Fostering Positive Job Attitudes and Professional Development: The Case of Enterprise Holding
4.2: Work Attitudes
What Causes Positive Work Attitudes?
Personality
Person–Environment Fit
Job Characteristics
Psychological Contract
Organizational Justice
Relationships at Work
Stress
Work-Life Balance
Consequences of Positive Work Attitudes
Assessing Work Attitudes in the Workplace
4.3: Work Behaviors
Job Performance
What Are the Major Predictors of Job Performance?
Organizational Citizenship Behaviors
Absenteeism
Turnover
4.4: The Role of Ethics and National Culture
Job Attitudes, Behaviors, and Ethics
Job Attitudes Around the Globe
4.5: People Come First: The Case of SAS
4.6: Conclusion
4.7: Exercises
Endnotes
Chapter 5: Theories of Motivation
5.1: Creating Happiness Through Motivation: The Case of The Walt Disney Company
5.2: Need-Based Theories of Motivation
Maslow’s Hierarchy of Needs
ERG Theory
Two-Factor Theory
Acquired-Needs Theory
5.3: Process-Based Theories
Equity Theory
What Are Inputs and Outcomes?
Who Is the Referent?
Reactions to Unfairness
Overpayment Inequity
Individual Differences in Reactions to Inequity
Fairness Beyond Equity: Procedural and Interactional Justice
Expectancy Theory
Influencing Expectancy Perceptions
Influencing Instrumentality Perceptions
Influencing Valence
Reinforcement Theory
Reinforcement Interventions
Reinforcement Schedules
5.4: The Role of Ethics and National Culture
Motivation and Ethics
Motivation Around the Globe
5.5: A Motivating Place to Work: The Case of Zappos
5.6: Conclusion
5.7: Exercises
Endnotes
Chapter 6: Designing a Motivating Work Environment
6.1: Retail with a Purpose: The Case of REI
6.2: Motivating Employees Through Job Design
Importance of Job Design
Scientific Management and Job Specialization
Alternatives to Job Specialization
Job Characteristics Model
Empowerment
6.3: Motivating Employees Through Goal Setting
Goal-Setting Theory
Setting SMART Goals
Specific and Measurable
Aggressive
Realistic
Time-Bound
Why Do SMART Goals Motivate?
When Are Goals More Effective?
Feedback
Ability
Goal Commitment
Are There Downsides to Goal Setting?
Ensuring Goal Alignment Through Management by Objectives (MBO)
6.4: Motivating Employees Through Performance Appraisals
What Is Performance Management?
What Is the Purpose of a Performance Appraisal?
Who Is the Rater?
What Makes an Effective Appraisal System?
Absolute Rating versus Relative Ranking Appraisals
Conducting the Appraisal Meeting
Managing Potential Bias in Performance Appraisals
Liking
Leniency
Stereotypes
6.5: Motivating Employees Through Performance Incentives
Performance Incentives
Piece Rate Systems
Individual Bonuses
Merit Pay
Sales Commissions
Employee Recognition Awards
Team Bonuses
Gainsharing
Profit Sharing
Stock Options
6.6: The Role of Ethics and National Culture
Designing a Motivating Work Environment and Ethics
Designing a Motivating Work Environment Around the Globe
6.7: Motivating Steel Workers Works: The Case of Nucor
6.8: Conclusion
6.9: Exercises
Endnotes
Chapter 7: Managing Stress and Emotions
7.1: Managing Stress and Emotions: The Case of NASA’s Mission to Mars
7.2: What Is Stress?
Models of Stress
General Adaptation Syndrome
Demand-Control Model
Job Demands-Resources (JD-R) Model
Causes of Stress at Work
Role Demands
Information Overload
Work-Life Conflict
Interpersonal Stressors
Life Changes
Unemployment and Job Insecurity
Organizational Change
Anticipatory Stress and Rumination
Outcomes of Stress
Physiological
Psychological
Work Outcomes
Individual Differences in Experienced Stress
7.3: Managing Stress
Individual Approaches to Managing Stress
The Corporate Athlete
Flow
Diet
Exercise
Detachment and Relaxation
Mindfulness and Meditation
Psychological Coping
Create a Social Support Network
Time Management
Organizational Approaches to Managing Stress
Give Employees Autonomy
Create Fair Work Environments
Provide Social Support
Telecommuting
Training
Employee Sabbaticals
Employee Assistance Programs
Wellness Programs
7.4: What Are Emotions?
Types of Emotions
Emotional Contagion
7.5: Emotions at Work
Emotions Affect Attitudes and Behaviors at Work
Emotional Labor
Emotional Intelligence
7.6: The Role of Ethics and National Culture
Emotions and Ethics
Stress and Emotions Around the Globe
7.7: Facing Foreclosure: The Case of Camden Property Trust
7.8: Conclusion
7.9: Exercises
Endnotes
Chapter 8: Communication
8.1: Instant Messaging in the Workplace: The Case of Slack
8.2: Understanding Communication
The Communication Process
8.3: Communication Barriers
Barriers to Effective Communication
Filtering
Selective Perception
Information Overload and the Illusion of Multitasking
Emotional Disconnects
Lack of Source Familiarity or Credibility
Workplace Gossip
Semantics
Gender Differences in Communication
Biased Language
Poor Listening and Active Listening
8.4: Different Types of Communication
Types of Communication
Verbal Communication
Storytelling
Crucial Conversations
Written Communication
Nonverbal Communication
Body Language
Eye Contact
Facial Expressions
Posture
Touch
Space
Communication Channels
Direction of Communication Within Organizations
External Communications
Press Releases
Ads
Web Pages
Customer Communications
8.5: The Role of Ethics and National Culture
Ethics and Communication
Cross-Cultural Communication
8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones
8.7: Conclusion
8.8: Exercises
Endnotes
Chapter 9: Managing Groups and Teams
9.1: Four Generations of Teamwork: The Case of the Lego Group
9.2: Group Dynamics
Types of Groups: Formal and Informal
Stages of Group Development
Forming, Storming, Norming, and Performing
Forming
Storming
Norming
Performing
Adjourning
The Punctuated-Equilibrium Model
Cohesion
Can a Group Have Too Much Cohesion?
Social Loafing
Collective Efficacy
9.3: Understanding Team Design Characteristics
Differences Between Groups and Teams
Team Tasks
Team Roles
Task Roles
Social Roles
Boundary-Spanning Roles
Types of Teams
Team Leadership and Autonomy
Designing Effective Teams: Team Composition
Who Are the Best Individuals for the Team?
How Large Should My Team Be?
How Diverse Should My Team Be?
9.4: Management of Teams
Managing Effective Teams: Team Processes
Team Norms
Team Contracts
Team Meetings
Before the Meeting
During the Meeting
After the Meeting
Establish Psychological Safety
9.5: Barriers to Effective Teams
Common Problems Faced by Teams
Challenges of Knowing Where to Begin
Dominating Team Members
Poor Performance of Some Team Members
Poorly Managed Team Conflict
9.6: The Role of Ethics and National Culture
Ethics and Teams
Teams Around the Globe
9.7: Putting Peer Pressure to Work: The Case of Pret a Manger
9.8: Conclusion
9.9: Exercises
Endnotes
Chapter 10: Conflict and Negotiations
10.1: When Conflict Is Productive: The Case of Amazon
10.2: Understanding Conflict
Types of Conflict
Intrapersonal Conflict
Interpersonal Conflict
Intergroup Conflict
Is Conflict Always Bad?
10.3: Causes and Outcomes of Conflict
Causes of Conflict
Organizational Structure
Limited Resources
Task Interdependence
Incompatible Goals
Personality Differences
Communication Problems
Outcomes of Conflict
10.4: Conflict Management
Ways to Manage Conflict
Change the Structure
Change the Composition of the Team
Create a Common Opposing Force
Consider Majority Rule
Problem Solve
Consider the Role of Mood
Conflict-Handling Styles
Avoidance
Accommodation
Compromise
Competition
Collaboration
Which Style Is Best?
What If You Don’t Have Enough Conflict Over Ideas?
10.5: Negotiations
The Five Phases of Negotiation
Phase 1: Investigation
Phase 2: Determine Your BATNA
Phase 3: Presentation
Phase 4: Bargaining
Phase 5: Closure
Negotiation Strategies
Distributive Approach
Integrative Approach
When All Else Fails: Third-Party Negotiations
Alternative Dispute Resolution
Mediation
Arbitration
Arbitration-Mediation
10.6: The Role of Ethics and National Culture
Ethics and Negotiations
Conflict and Negotiation Around the Globe
10.7: Negotiation Failure: The Case of PointCast
10.8: Conclusion
10.9: Exercises
Endnotes
Chapter 11: Making Decisions
11.1: Trusting Employees to Make Decisions: The Case of Microsoft
11.2: Understanding Decision Making
Decision Making Defined
Types of Decisions
Making Rational Decisions
Making “Good Enough” Decisions
Making Intuitive Decisions
Making Creative Decisions
How Do You Know If Your Decision-Making Process Is Creative?
11.3: Faulty Decision Making
Avoiding Decision-Making Traps
Anchoring and Adjustment Bias
Availability Bias
Escalation of Commitment Bias
Fundamental Attribution Error
Hindsight Bias
Judgments about Correlation and Causality Bias
Misunderstandings and Sampling Bias
Overconfidence Bias
Framing Bias
Satisficing
11.4: Decision Making in Groups
When It Comes to Decision Making, Are Two Heads Better Than One?
Groupthink
Tools and Techniques for Making Better Decisions
11.5: The Role of Ethics and National Culture
Ethics and Decision Making
Decision Making Around the Globe
11.6: Decisions, Decisions: The Case of Angry Birds
11.7: Conclusion
11.8: Exercises
Endnotes
Chapter 12: Leading People Within Organizations
12.1: A Different Approach to Leadership at Apple: The Case of Tim Cook
12.2: Who Is Considered a Leader? Trait Approaches to Leadership
Intelligence
Big Five Personality Traits
Self-Esteem
Integrity
12.3: What Do Leaders Do? Behavioral Approaches to Leadership
Leader Behaviors
Leader Decision Making
Limitations of Behavioral Approaches
12.4: What Is the Role of the Context? Contingency Approaches to Leadership
Fiedler’s Contingency Theory
Situational Leadership
Path-Goal Theory of Leadership
Four Leadership Styles
Vroom and Yetton’s Normative Decision Model
Decision-Making Styles
12.5: What’s New? Contemporary Approaches to Leadership
Transformational Leadership
Leader-Member Exchange (LMX) Theory
Servant Leadership
Authentic Leadership
When Leadership Goes Wrong: Abusive Leadership
Leader Humility
Women and Leadership
12.6: The Role of Ethics and National Culture
Leadership and Ethics
Leadership Around the Globe
12.7: Taking on the Pepsi Challenge: The Case of Indra Nooyi
12.8: Conclusion
12.9: Exercises
Endnotes
Chapter 13: Power and Politics
13.1: English Teacher to Billionaire: The Case of Jack Ma
13.2: The Basics of Power
What Is Power?
Positive and Negative Consequences of Power
Conformity
The Milgram Studies
The Asch Studies
The Zimbardo Study
The Relationship Between Dependency and Power
Dependency
Scarcity
Importance
Substitutability
13.3: The Power to Influence
Bases of Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Information Power
Referent Power
What Is Influence?
Making Logical Arguments
Commonly Used Influence Tactics
Impression Management
Direction of Influence
Upward Influence
Downward Influence
Peer Influence
13.4: Organizational Politics
Organizational Politics
Antecedents of Political Behavior
Individual Antecedents
Organizational Antecedents
13.5: Understanding Social Networks
Social Networks
Conducting SNA
Analyzing Network Ties and Key Network Roles
Analysis: Strong and Weak Ties
Building Your Own Network
13.6: The Role of Ethics and National Culture
Ethics, Power, and Politics
Power Around the Globe
13.7: You’ve Got a Friend in Me: The Case of Dale Carnegie
13.8: Conclusion
13.9: Exercises
Endnotes
Chapter 14: Organizational Structure and Change
14.1: Changes in Latitudes, Changes in Attitudes: The Case of Kronos
14.2: Organizational Structure
Building Blocks of Structure
Centralization
Formalization
Hierarchical Levels
Departmentalization
Two Configurations: Mechanistic and Organic Structures
Contemporary Forms of Organizational Structures
Matrix Organizations
Boundaryless Organizations
Learning Organizations
14.3: Organizational Change
Why Do Organizations Change?
Workforce Demographics
Technology
Globalization
Market Conditions
Organizational Growth
Poor Performance
Resistance to Change
Why Do People Resist Change?
Disrupted Habits
Personality
Feelings of Uncertainty
Fear of Failure
Personal Impact of Change
Prevalence of Change
Perceived Loss of Power
Is All Resistance Bad?
Planning and Executing Change Effectively
Unfreezing Prior to Change
Create a Vision for Change
Communicate a Plan for Change
Develop a Sense of Urgency
Build a Coalition
Provide Support
Allow Employees to Participate
Executing Change
Continue to Provide Support
Create Small Wins
Eliminate Obstacles
Refreezing
Publicize Success
Build on Prior Change
Reward Change Adoption
Make Change a Part of Organizational Culture
14.4: The Role of Ethics and National Culture
Organizational Structure, Change, and Ethics
Organizational Structure and Change Around the Globe
14.5: Lean, Mean Driving Machine: The Case of Toyota
14.6: Conclusion
14.7: Exercises
Endnotes
Chapter 15: Organizational Culture
15.1: When It Comes to Culture, Strong Signals Matter: The Case of General Motors
15.2: Understanding Organizational Culture
What Is Organizational Culture?
Why Does Organizational Culture Matter?
Levels of Organizational Culture
15.3: Characteristics of Organizational Culture
Dimensions of Culture
Innovative Cultures
Aggressive Cultures
Outcome-Oriented Cultures
Stable Cultures
People-Oriented Cultures
Team-Oriented Cultures
Detail-Oriented Cultures
Service Culture
Safety Culture
Strength of Culture
Do Organizations Have a Single Culture?
15.4: Creating and Maintaining Organizational Culture
How Are Cultures Created?
Founder’s Values
Industry Demands
How Are Cultures Maintained?
Attraction-Selection-Attrition (ASA)
New Employee Onboarding
What Can Employees Do During Onboarding?
What Can Organizations Do During Onboarding?
What Can Organizational Insiders Do During Onboarding?
Leadership
Reward Systems
Visual Elements of Organizational Culture
Mission Statement
Rituals
Rules and Policies
Physical Layout
Stories
15.5: Creating Culture Change
How Do Cultures Change?
Creating a Sense of Urgency
Changing Leaders and Other Key Players
Role Modeling
Training
Changing the Reward System
Creating New Symbols and Stories
15.6: The Role of Ethics and National Culture
Organizational Culture and Ethics
Organizational Culture Around the Globe
15.7: Service Culture Makes All the Difference: The Case of Four Seasons Hotels
15.8: Conclusion
15.9: Exercises
Endnotes
Index