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PART ONE C H A P T E R O N E The Field of Organizational Behavior 1 Lecture Outline The Field of Organizational Behavior: What is it All About? OB: Its Dening Characteristics of OB Three Levels of Analysis […]

C H A P T E R T E N Decision Making By Individuals and Groups 10 Lecture Outline A General, Analytical Model of Decision Making Decision Formulation Decision Implementation The Broad Spectrum of Organizational Decisions Programmed Vversus Nonprogrammed Decisions […]

C H A P T E R E L E V E N The Quest for Leadership 11 Lecture Outline The Nature of Leadership A Denition How Do Leaders Inuence Others? The Trait Approach: Are Some People The Great Person […]

PART FOUR C H A P T E R T W E L V E Organizational Culture, Creativity, and Innovation 12 Lecture Outline ©2013 Pearson Education, Inc. publishing as Prentice Hall 64 Organizational Culture: Its Basic Nature Organizational Culture: A […]

C H A P T E R T H I R T E E N Designing Eective Organizations 13 Lecture Outline Organizational Structure: The Basic Dimensions of Organizations Hierarchy of Authority Span of Control Division of Labor Line Versus Sta […]

C H A P T E R F O U R T E E N Managing Organizational Change: Strategic Planning and Organizational Development 14 Lecture Outline The Prevalence of Change in Organizations The Message is Clear: Change or Disappear! Change […]

C H A P T E R T W O Organizational Justice, Ethics, and Corporate Social Responsibility 2 Lecture Outline Organizational Justice: Fairness Matters Forms of Organizational Justice When Do People Assess Fairness? Neurological Responses to Injustice Suggestions for Promoting […]

Part Two C H A P T E R T H R E E Individual Processes: Personality, Social Perception, and Learning 3 Lecture Outline Personality: What Makes Us Each Unique What Is Personality and What Is Its Role in Behavior? […]

C H A P T E R F O U R Coping with Organizational Life: Emotions and Stress 4 Lecture Outline Understanding Emotions and Mood Properties of Emotions Types of Emotions The Basic Nature of Mood The Role of Emotions […]

C H A P T E R F I V E Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment 5 Lecture Outline Attitudes: What Are They? Prejudice and Discrimination: Negative Attitudes and Behavior Toward Others The Challenges of Organizational Demography […]

C H A P T E R S I X Motivating People To Work 6 Lecture Outline What Is Motivation? Components of Motivation Three Key Points about Motivation Motivating by Enhancing Fit with an Organization Motivational Traits and Skills How […]

Part III C H A P T E R S E V E N Interpersonal Behavior in the Workplace: Conict, Cooperation, Trust, and Deviance 7 Lecture Outline Psychological Contracts: Our Expectations of Others Types of Psychological Contracts E”ects of Psychological […]

C H A P T E R E I G H T Organizational Communication 8 Lecture Outline Communication: Its Basic Nature Dening Communication and Describing the Process Purposes and Levels of Organizational Communication Formal Communication in Organizations Technology’s Role in […]

C H A P T E R N I N E Group Processes and Work Teams 9 Lecture Outline Groups at Work: Their Basic Nature What Is a Group? Types of Groups The Basic Building Blocks of Group Dynamics Roles: […]

Joe wants to work for a company that requires him to have a broad knowledge of many different jobs, where he can be trusted to exercise self-control, and encouraged to participate in decision-making. Joe needs to look for an organization […]

One consequence of the trend from traditional work groups to teams is that leaders must adapt their style. Instead of telling people what to do, the leader must ask people what they think and share responsibility for organizing and doing […]

Communication is simply a matter of two individuals discussing something and reaching a consensus. Transactional contracts are characterized as open-ended, dynamic, and highly subjective. FALSE Classical organizational theory focuses on the effective organization of the work of individuals. FALSE Decision […]

Organizational citizenship behavior is less likely to occur in organizations where there is job dissatisfaction and a lack of organizational commitment. Time management training typically includes such techniques as meditation and relaxation. FALSE Professor Goldstein required his laboratory assistant to […]

Groups where members dislike each other and where they work at cross-purposes are identified as uncohesive groups. In establishing a cross-functional team, an organization would assign members to work together all the time and to limit their special knowledge to […]

An adhocracy is the opposite of a bureaucracy. The principles of organizational behavior are universal in their application across cultures. FALSE Horizontal communication refers to the information that flows laterally from members of one organization to their peers in another. […]

Non-verbal language, such as touching and body language, often has different meanings when communicating cross-culturally. The Big Five personality dimensions are strongly related to job performance. TRUE Value theory focuses on the discrepancies between what people have and what they […]

A Permissive Democrat combines a high degree of subordinate participation in decisions with close supervision. Social scientists consider two people to be a dyad, three people a triad, and four or more people a group. FALSE Charisma, self-confidence, vision, inspiration, […]

ʺDo your bestʺ will not motivate performance as affectively as ʺincrease sales by fifteen percent.ʺ Innovation, the successful implementation of creative ideas within an organization, occurs gradually through a series of stages. TRUE Whistle-blowers serve a valuable function by protecting […]

A leaderʹs legitimate power flows from the expertise that the individual possesses. Research indicates that people who always are happy are less productive at work. FALSE Ten volunteers had been working separately folding thousands of letters and stuffing envelopes for […]

When performing complex problems, groups are superior to individuals, as long as members have heterogeneous and complementary skills. An organizationʹs structure refers to the formal configuration of individuals and groups with respect to the allocation of tasks, responsibilities, and authority […]