Psychology and Systems at Work Plus NEW MySearchLab with eText -- Access Card Package

ALERT: Before you purchase, check with your instructor or review your course syllabus to ensure that you select the correct ISBN. Several versions of Pearson's MyLab & Mastering products exist for each title, including customized versions for individual schools, and registrations are not transferable. In addition, you may need a CourseID, provided by your instructor, to register for and use Pearson's MyLab & Mastering products.   Packages Access codes for Pearson's MyLab & Mastering products may not be included when purchasing or renting from companies other than Pearson; check with the seller before completing your purchase.   Used or rental books If you rent or purchase a used book with an access code, the access code may have been redeemed previously and you may have to purchase a new access code.   Access codes Access codes that are purchased from sellers other than Pearson carry a higher risk of being either the wrong ISBN or a previously redeemed code. Check with the seller prior to purchase.   --Understand the nature of contemporary organizations through systems thinking.   Psychology and Systems at Work is a ground-breaking text for Industrial/Organizational psychology where the authors employ systems thinking, which emphasizes the relationships between parts (rather than the parts themselves) as well as the context in which an organization is nested. It is “wide-angle thinking” about an organization and the surrounding contexts, and it yields effective problem solving with a long-term as well as a short-term perspective. As an organizing principle to the entire textbook, organizational systems are identified as Level I and Level II. Level I systems include functions like the recruitment and selection of new members. Level II systems focus on the social interactions between organizational members and clients or customers as reflected in the processes of organizational culture, leadership, and conflict management. Readers will come to understand the nuts and bolts that shape organizational and individual behaviors and systems that in turn give rise to quality production of products and services.   Learning Goals Upon completing this book, readers should be able to: Design systems that are flexible in a fast-changing environment Understand the basic foundations that shape organizational behavior Apply material they learn to real-life scenarios   020595376X / 9780205953769 Psychology and Systems at Work Plus NEW MySearchLab with eText Package consists of 0205239927 / 9780205239924 MySearchLab with Pearson eText -- Access Card 0205735789 / 9780205735785 Psychology and Systems at Work  

Table of Contents:
1. BRIEF TABLE OF CONTENTS:   Part I: Organizations as Systems Chapter 1: Introduction to Organizations and Systems Chapter 2: Methods of Study Part II: Macro-Systems Chapter 3: Organizational Culture Chapter 4: Leadership, Power, and Politics Chapter 5: Workforce Diversity and Ethics Part III: Micro-Systems Chapter 6: Hiring and Performance Management Chapter 7: Group Dynamics and Teams Chapter 8: Motivation and Productivity at Work Chapter 9: Organizational Decision Making Chapter 10: Workplace Negotiation Chapter 11: Organizational Conflict Management Part IV: Managing Change    Chapter 12: Organizational Change and Learning     2.  FULL TABLE OF CONTENTS:   Part I: Organizations as Systems Chapter 1: Introduction to Organizations and Systems Chapter Overview Learning Objectives Work and Systems in the 21st Century Work Matters Organizations as Systems Systems Thinking Systems Applications A Framework for Understanding Organizations Global Organizations Our World and Its People A Brief History of Industrial/Organizational Psychology Pioneers in the Field The Organizational Side Develops A Changing Field for Changing Times Questions for the Future Chapter Summary Chapter References Chapter 2: Methods of Study Chapter Overview Learning Objectives Instrumental Forces Dispositional and Situational Variables Learning Rationality -Emotionality Methods of Study Case Study Archival Research Field Experiment Survey- Questionnaire Laboratory Experiment Measurement Descriptive Statistics Inferential Statistics Meta-Analysis Moderator Variables Organizational Snapshot Chapter Summary Chapter References Part II: Macro-Systems Chapter 3: Organizational Culture Chapter Overview Learning Objectives Organizational Culture Levels of Organizational Culture Artifacts Values Basic Assumptions Function of Organizational Culture External Adaptation Internal Integration Cultural Directory Organizational Culture Change Pathways to Culture Change Organizational Culture and Learning Applied Cultural Change Strategies Chapter Summary Chapter References Chapter 4: Leadership, Power, and Politics Chapter Overview Learning Objectives Leadership Definition of Leadership Power and Politics Leaders and Managers Models of Leadership Trait Models Behavioral Models Situational Models Charismatic Leadership The Gifts of Charisma The Consequences of Charisma Transformational Leadership What Transformational Leaders Do The Consequences of Transformation Leadership Power and Influence Sources of Power Power and Politics Strategic Power: Machiavellianism Influence Tactics Empowerment Emerging Trends in Leadership Studies Leadership and Gender Gender and Transformational Leadership Servant Leadership Narcissistic Leadership Chapter Summary Chapter References Chapter 5: Workforce Diversity and Ethics Chapter Overview Learning Objectives Workforce Diversity and Inclusion Barriers to Diversity and Inclusion Women in the Workforce Barriers to Work for Women Persons of Color in the Workforce Barriers to Work for Persons of Color Sexual Minorities in the Workforce Barriers to Work for Sexual Minorities Regulations: Laws, Court Cases, and Executive Orders The Laws of the Land Sexual Harassment in the Workplace Organizational Justice and Ethics Chapter Summary Chapter References Part III: Micro-Systems Chapter 6: Hiring and Performance Management Chapter Overview Learning Objectives Getting In, Finding Your Way, Getting Ahead Biographical Data and Letters of Recommendation Interview Formats Self-Presentation Tactics Recruitment Web-Based Recruitment Assessment Centers Socialization, Training, and Mentoring Programs Core Self-Evaluations and Work Environments Employee Socialization and Training Programs Mentoring Performance Evaluation: How It Works, How It Is Done Does Performance Evaluation Help? Sources of Error and Bias Rater Error Halo Effect Lenience, Severity, and Distributional Errors 360-Degree Feedback and Self Ratings Dispositional Variables and Work Performances Locus of Control Self-Esteem Contemporary Issues in Performance Evaluation Electronic Performance Monitoring Cyber loafing Personality and Risk for Burn-Out Performance Evaluation and The Law: Protected Groups Protected Groups and Adverse Impact Chapter Summary Chapter References Chapter 7: Group Dynamics and Teams Chapter Overview Learning Objectives Groups Groups and Teams: Similarities and Differences Reasons for Joining Types Of Groups Stages Of Group Development Gersick’s Punctuated Equilibrium Group Roles and Norms Group Dynamics Group Identity As Influence On Behavior Benefits To Group Entitativity In-Group Bias Teamwork Types of Teams Winning Team Formula Team Cognition Self and Collective Efficacy Challenges to Quality Teamwork Chapter Summary Chapter References Chapter 8: Motivation and Productivity at Work Chapter Overview Learning Objectives Introduction to Motivation Definition of Motivation Theories of Motivation Maslow's Need Hierarchy Equity Self-Determination Goal Setting Motivational Tools Self-Fulfilling Prophecies Learned Industriousness Enhancing Motivation Climb the Ladder to Success Self-Regulation Mood at Work Motivation Dysfunction Social Loafing Procrastination Chapter Summary Chapter References Chapter: 9 Organizational Decision Making Chapter Overview Learning Objectives Introduction to Decision Making Process and Outcome Components Types of Decisions Models of Organizational Decision Making Rationality Bounded Rationality Political The Garbage Can Collective Decision Making Groupthink Abilene Paradox Good Ideas: How to Get Them Nominal Group Technique Stepladder Technique Electronic Brainstorming Ethical and Unethical Decisions at Work Promotion of Ethical Decision Making Decision Making Tools Communication Channels Feedback Loop Systems Chapter Summary Chapter References Chapter 10: Workplace Negotiation Chapter Overview Learning Objectives Introduction to Negotiation Distributive Negotiation: Focus on Now Integrative Negotiation: Focus on Now and Later Quality Negotiation Requires a Medley of Integrative and Distributive Negotiation Moving from Position-based Negotiation (Low Trust) to Interest-Based Negotiation (High Trust) BATNA: Its Appeal and Its Traps Key Elements to Quality Negotiation To Be Understood One Must First Seek to Understand Resist Thinking of Negotiation as a Win/Lose Game Resist Falling Victim To Stereotypes Resist Power Plays With An Abundance Mindset Displaying Emotions In Negotiation Is a Wildcard Be Competent in Multicultural Negotiation Chapter Summary Chapter References Chapter 11: Organizational Conflict Management Chapter Overview Learning Objectives Introduction to Organizational Conflict Definition of Organizational Conflict Conflict Theory Causal Attribution Theory Competition Theory Conflict Spiral System Theory System Dysfunction Examples of System Dysfunction Introduction to Workplace Conflict Management Behavioral Level Conflict Management Emotional Level Conflict Management Cognitive Level Conflict Management Organizational Conflict Management Systems Strengthen Relations In-House Conflict Management Conflict Management Tools Stakeholder Analysis Conflict Analysis Problem Frame The Power of Telling One’s Story Conflict Management Intervention Chapter Summary Chapter References Part IV: Managing Change Chapter 12: Organizational Change and Learning Chapter Overview Learning Objectives Introduction to Change Management Receptivity to Change Management and Intervention Type Change to Changing Capitalizing on Punctuated Equilibrium Maintaining Organizational Health in the Midst of Change Change Management Pioneers (Trailblazers) Managing Risk Taking and Innovation Organizational Learning and Development Models of Organizational Learning Communities of Practice I-P-O Model Process Mapping (Cognitive Mapping) Methodology for Organizational Learning Organizational Vision and Systems in Motion Change Management and Development Change Management Tools Information Gathering and Processing Tool Chapter Summary Chapter References

About the Author :
Robert B. Lawson earned his PhD in general-experimental psychology from the University of Delaware in 1965, and then joined the faculty at the University of Vermont (UVM). He was the first Director of the Human Visual Perception Laboratory, and rose to full professor in 1974. He served twice as Chair of the Psychology Department, Dean of the Graduate College and Associate Vice President for Research for eight years, Director of the Master’s program in Public Administration for five years, and served on a number of university-wide commissions. He was a Visiting Scholar at Stanford University in 1986-1987 focusing on business administration and organizational sciences. He is the author of thirty journal articles and four textbooks, a consultant to a number of Vermont organizations, and has been an invited lecturer on organizational psychology in China, Europe, and Russia. He is a recipient of the UVM outstanding teacher award, and one of his students from the class of 1977 endowed a professorship in his name in 2008. Now Professor Emeritus, he continues to study organizations as he has been doing for over the past 45 years.   E. Doris Anderson’s multidisciplinary education and work experience afford her an acute awareness of the interdependence shared by biological, psychological, and social systems. Through the years of applied management she has developed a finely-tuned appreciation for the vital role that system’s thinking plays in understanding people and organizations. Her emphasis on systems phenomena in organizational psychology is born of up-close support for and management of challenges inherent to a wide variety of organizations. Her organizational experiences include psychiatric, community and maternity nursing, crises counseling, youth program administration, public education program development, organizational mediation/consultation, and public administration. Doris earned a Registered Nurse (RN) degree from Good Samaritan School of Nursing, Dayton Ohio in 1972, Bachelors of Art degree in Psychology from the University of Vermont in 1978, and Master of Public Administration in 2004 from the University of Vermont. In 2001 Doris graduated from the Mediation and Conflict Management Program at Woodbury College, Montpelier, Vermont. Currently Doris devotes her time to writing and lecturing at the University of Vermont, furthering a lifetime commitment to implementing healthful community infrastructure, cooperative work settings, and effective conflict resolution practices.   Larry Rudiger has been a student of organizations from the age of 15, when he entered the workforce. He earned his PhD from the University of Vermont in social psychology, where he was also a postdoctoral fellow in behavior genetics. For nearly ten years, he worked in the private sector, developing clinical decision-support tools for primary-care medicine, learning first-hand about founder-run companies and defense contracting. He returned to academia full-time in 2005 and began teaching organizational behavior in 2009. He is a volunteer consultant to local nonprofits, specializing in outcome evaluation. His first degree is in vocal music, and he’s happy to remain an amateur performer, conductor, and director.  

Review :
“Very comprehensive-covers all the key topics.  I like the applications throughout.”  -  Elise Grant-Vallone, CSU San Marcos   “The book is well written. The book includes current trends in I/O Psychology. The chapters seem to flow together.”  -  Leona Johnson, Hampton University