Essentials of Organizational Behavior: An Evidence-Based Approach

“The Scandura text provides a rich contribution to the traditional Organizational Behavior conversation. It is well- grounded in behavioral theory and contemporary organizational research and promotes the tangible application of both.” —DeNisha McCollum, John Brown University The tools you need to manage and lead   Essentials of Organizational Behavior: An Evidence-Based Approach equips students with the theory, research, and skills they need to be effective leaders and managers in today’s organizations. Author Terri A. Scandura utilizes a toolkit of real-life case studies, assessments, and exercises to teach students how organizational behavior can improve performance at every level in the workplace. With an emphasis on developing critical thinking skills and applying research to real scenarios, this book is a must-have resource for any student looking to enter the professional workforce. Give your students the SAGE edge! SAGE edge offers a robust online environment featuring an impressive array of free tools and resources for review, study, and further exploration, keeping both instructors and students on the cutting edge of teaching and learning. Learn more at edge.sagepub.com/scandura.

Table of Contents:
Section I: Organizational Behavior and Leadership Chapter 1: What is Organizational Behavior? Chapter Learning Objectives A Crisis of Leadership? What is Organizational Behavior? Evidence-Based Management What is Critical Thinking? The Scientific Method Outcome Variables in Organizational Behavior Levels of Analysis in Organizational Behavior How Organizational Behavior Can Increase Employee Performance Toward More Effective Organizational Leaders: Plan for this Textbook Leadership Implications: Thinking Critically Chapter 2: Leadership: Core Concepts Chapter Learning Objectives Have Leaders Lost their Followers’ Trust? What is Leadership? Full Range Leadership Development Leader-Member Exchange (LMX) The Importance of Trust Power and Influence Organizational Politics and Political Skill Ethical Leadership Servant and Authentic Leadership Leadership Implications: Developing Relationships and Leading Ethically Section II: Understanding Individuals in Organizations Chapter 3: Individual Differences Chapter Learning Objectives The Right Stuff at the Wrong Time What is Personality? Psychological Capital Emotions and Moods at Work Neuroscience Diversity Generations at the Workplace Leading Diverse Followers Mindfulness Leadership Implications: Embracing Diversity Chapter 4: Attitudes and Job Satisfaction Chapter Learning Objectives Job Satisfaction: A Downward Trend What is an Attitude? Do Attitudes Matter? Job Satisfaction Job Search Attitudes Organizational Commitment Perceived Organizational Support Psychological Empowerment Leadership Implications: Creating Meaning at Work Chapter 5: Perception Chapter Learning Objectives Would you be Happier if You Were Richer? What is Perception? Understanding Why People Don’t See Eye to Eye Attribution Theory The Romance of Leadership The Pygmalion Effect Employability: How Potential Employers Perceive You Leadership Implications: Leading Followers with Differing Perceptions Chapter 6: Individual Decision Making Chapter Learning Objectives The Importance of Decisions Decision Processes and Organizational Performance The Rational Decision-Making Model Prospect Theory Intuition Decision Traps Creative Problem Solving Leadership Implications: How Leaders Support Creativity Section III: Motivating Employees Chapter 7: Motivation: Core Concepts Chapter Learning Objectives Do You Have Grit? What is Motivation? Need Theories Goal Setting Job Characteristics Theory The Importance of Fairness Expectancy Theory Path-Goal Theory Leadership Implications: Leaders as Motivators Chapter 8: Motivation: Learning and Rewards Chapter Learning Objectives The Meaning of Money Reinforcement Theory Social Learning Theory Intrinsic vs. Extrinsic Rewards What Money Can and Cannot Do Performance Management Problems with Performance Reviews Feedback Seeking Leadership Implications: Motivating with Rewards Section IV: Building Relationships Chapter 9: Group Processes and Teams Chapter Learning Objectives Why Teams Matter: “The Orange Revolution” What is a Team? Team Purpose Team Development Team Effectiveness Cohesion Team Norms Team Mental Models Participation in Team Decisions Team Decision Making Methods Team Challenges Leadership Implications: Empowering the Team Chapter 10: Managing Conflict and Negotiation Chapter Learning Objectives What are CEOs Getting Coaching For? What is Conflict? Conflict Resolution Styles Team Conflict and Performance Third-Party Interventions Resolving Conflict Across Cultures Negotiation Leadership Implications: Perspective Taking Chapter 11: Organizational Communication Chapter Learning Objectives “Thin-Slicing” a Conversation What is Organizational Communication? Barriers to Effective Communication Communication Networks Electronic Communication Cross-Cultural Communication Nonverbal Communication Silence Leadership Implications: The Management of Meaning Chapter 12: Cross-Cultural Differences and Adjustments Chapter Learning Objectives Global Diversity: A Key Workforce Trend What is Culture? High-Context Versus Low-Context Cultures Hofstede’s Cultural Values GLOBE Studies of Cross-Cultural Leadership Cultural Tightness-Looseness Developing Global Leaders Culture Shock Cross-Cultural Adjustment for Expatriates Leadership Implications: “Explain Before Blame” Section V: Creating Change Chapter 13: Stress in the Context of Organizational Change Chapter Learning Objectives “Road Warriors” What is Stress? Stress and Organizational Performance Stress and Organizational Change Sources of Work-Related Stress Stress Episode Stress is a Global Concern Coping Preventative Stress Management in Organizations Leadership Implications: Helping Employees Cope Chapter 14: Organizational Culture Chapter Learning Objectives When Elephants Learn to Dance What is Organizational Culture? National Culture and Organizational Culture Strong Organizational Cultures Socialization How Employees Learn Culture Organizational Climate Leadership Implications: Changing Organizational Culture Chapter 15: Leading Change Chapter Learning Objectives Helping Employees Embrace Change Forces Driving Organizational Change Planned Organizational Change Organizational Subsystems Involved in Planned Change Organizational Development Resistance to Change Leading Change Effective Change Implementation Leadership Implications: Creating Learning Organizations Appendix: Research Designs used in Organizational Behavior

About the Author :
Terri A. Scandura is currently the Warren C. Johnson Professor of Management in the Miami Herbert Business School at the University of Miami. From 2007 to 2012, she served as Dean of the Graduate School of the university. Her fields of interest include leadership, mentorship, and applied research methods. She has been a visiting scholar in Japan, Australia, Hong Kong, China, and the United Arab Emirates. Dr. Scandura has authored or coauthored over 200 presentations, articles, and book chapters. Her research has been published in the Academy of Management Journal, the Journal of Applied Psychology, the Journal of International Business Studies, the Journal of Vocational Behavior, the Journal of Organizational Behavior, Educational and Psychological Measurement, Industrial Relations, Research in Organizational Behavior, Research in Personnel and Human Resource Management, and others. She has presented executive education programs on leadership, mentoring, leading change, and high-performance teams to numerous organizations such as VISA International, Royal Caribbean Cruise Lines, the Young Presidents Organization, Hewlett-Packard, and Baptist Health Systems. Dr. Scandura is a Fellow of the Society for Industrial & Organizational Psychology, the American Psychological Association, and the Southern Management Association. She is a member of the Society of Organizational Behavior and the Academy of Management. She is a past associate editor for Group & Organization Management, the Journal of International Business Studies, the Journal of Management, and Organizational Research Methods. She currently serves on editorial boards for major journals including The Leadership Quarterly, Organizational Research Methods, and Group & Organization Management.

Review :
“Professor Scandura presents a wonderful vision for an advanced organizational behavior text.  As students of organizational behavior enter the workplace, one of the major challenges they face [is] applying theory to practice.  Professor Scandura’s exemplary work is a contemporary model where students can fully appreciate the science-practitioner model of organizational leadership.” “Scandura’s text provides a view of organizational behavior for the leader that is relevant to today’s education at both undergraduate and graduate levels.  The opportunities to apply this learning are embedded in every chapter and accessible for all students.” “The Scandura text provides a rich contribution to the traditional Organizational Behavior conversation. It is well- grounded in behavioral theory and contemporary organizational research and promotes the tangible application of both.” “Scandura offers a rigorous, evidence-based approach to Organizational Behavior that is presented in a straightforward, easy to read style. I think students will enjoy reading this book, and learn a lot while doing so.”  “Scandura’s OB text is pitched at a level that will resonate well with MBA students.”  “In order to compete in today’s world, students must be knowledgeable of current events.  The case studies incorporated in this text enable students to share experiences with their peers and to feel more equipped in solving real world problems.”  “Finally we have a text that combines leadership and organizational behavior.  Terri Scandura has done it!  This approach gives leaders a strong foundation on how leaders can apply organizational behavior principles to improve performance at every level in the workplace.” “Wonderful integration of Leadership for the OB student.  Provides tools that will be useful early in the careers of our students.” “After many years of teaching, I am finally happy to see a text that only focuses on material that is truly useful for today’s business students. Students are interested in gaining the tools to become good managers, not a historical overview of the field. This text emphasizes material that is most current and relevant.” “The authors concise “plain talk style” simplifies complex concepts and research, enabling students to easily grasp contemporary issues and solutions associated with Organizational Behavior.” “Breaks the mold in management text books and management education.” “Scandura’s new text delivers on the promise of a concise yet substantive and evidence-based survey of Organizational Behavior.” “Terri Scandura’s textbook with its central focus on leadership highlights the notion that leadership is at the crux of organizational behavior and that training students to do is what we as instructors should be about.  This is especially true for student-managers pursuing MBA degrees.  Everything we do in class, everything we teach, every assignment and every paper should give student-managers a down-to-earth lift toward effective leadership.  Scandura’s textbook addresses leadership issues and shows how theories and concepts of OB can help students in their careers.” “This text offers a practical research-based approach to the study of organizational behavior and provides a meaningful description of the leader’s role in the organization.”  “The integration of a leadership perspective into each topic and the presentation of possible implications for the practice of leadership are rare and valuable contributions to the study and understanding of organizational behavior. This textbook will be useful for students not only while they are in the classroom, but as they enter (or re-enter) the contemporary and complex situational contexts of real-world organizations.”