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Table of Contents

    • About the Authors
    • Acknowledgments 
    • Preface
    • 1Organizational Behavior at Work
      • 1.1The Power of People: The Case of Cayuga Collection
      • 1.2Understanding Organizational Behavior
      • 1.3Learning and Retention
      • 1.4Organizational Behavior Research Methods
      • 1.5Trends Influencing Organizational Behavior
      • 1.6Employee Engagement in Organizational Change Toward B Corp Status: The Case of Brew Dr. Kombucha and Tea
      • 1.7Conclusion
      • 1.8Exercises
    • 2Diversity and Inclusion at Work

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      • 2.1Open to All and Color Proud: The Case of Gap Inc.

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      • 2.2Demographic Diversity and Inclusion

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      • 2.3Cultural Diversity

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      • 2.4Focus on Diversity, Ethics, Technology, and National Culture

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      • 2.5Equality as a Core Value: The Case of Salesforce.com

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      • 2.6Conclusion

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      • 2.7Exercises

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    • 3Individual Differences and Perception at Work

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      • 3.1Individuals Bringing Their Full Selves to Work: The Case of Fully

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      • 3.2The Interactionist Perspective: The Role of Fit

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      • 3.3Individual Differences: Values and Personality

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      • 3.4Perception

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      • 3.5Focus on Individual Differences, Ethics, Technology, and National Culture

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      • 3.6Hiring for Match: The Case of Netflix

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      • 3.7Conclusion

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      • 3.8Exercises

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    • 4Attitudes and Behaviors at Work

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      • 4.1Delivering Happiness: The Case of Zoom Video Communications

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      • 4.2Work Attitudes

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      • 4.3Work Behaviors

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      • 4.4Focus on Attitudes and Behaviors, Ethics, Technology, and National Culture

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      • 4.5People Come First: The Case of SAS

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      • 4.6Conclusion

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      • 4.7Exercises

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    • 5Theories of Motivation at Work

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      • 5.1Motivated Employees: The Case of Patagonia

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      • 5.2Understanding Motivation

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      • 5.3Need-Based Theories of Motivation

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      • 5.4Process-Based Theories

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      • 5.5Focus on Motivation, Ethics, Technology, and National Culture

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      • 5.6Creating Happiness via Motivation: The Case of The Walt Disney Company

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      • 5.7Conclusion

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      • 5.8Exercises

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    • 6Designing a Motivating Work Environment

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      • 6.1Performance with Purpose: The Case of PepsiCo

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      • 6.2Motivating Employees Through Job Design

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      • 6.3Motivating Employees Through Goal Setting

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      • 6.4Motivating Employees Through Performance Reviews

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      • 6.5Motivating Employees Through Performance Incentives

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      • 6.6Focus on Motivating Work Environments, Ethics, Technology, and National Culture

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      • 6.7Retail with a Purpose: The Case of REI

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      • 6.8Conclusion

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      • 6.9Exercises

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    • 7Stress and Emotions at Work

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      • 7.1Mitigating Stress with Mission: The Case of SpaceX

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      • 7.2What Is Stress?

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      • 7.3Managing Stress

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      • 7.4What Are Emotions?

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      • 7.5Emotions at Work

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      • 7.6Focus on Stress, Emotions, and Ethics

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      • 7.7Managing Stress and Emotions: The Case of NASA’s Mission to Mars

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      • 7.8Conclusion

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      • 7.9Exercises

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    • 8Communication at Work

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      • 8.1Communication That Transcends Cultures: The Case of IKEA

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      • 8.2Understanding Communication

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      • 8.3Communication Barriers

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      • 8.4Different Types of Communication

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      • 8.5Focus on Communication, Ethics, Technology, and National Culture

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      • 8.6Instant Messaging in the Workplace: The Case of Slack

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      • 8.7Conclusion

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      • 8.8Exercises

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    • 9Groups and Teams at Work

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      • 9.1Building Teams with Kindness: The Case of Kind

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      • 9.2Group Dynamics

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      • 9.3Understanding Team Design Characteristics

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      • 9.4Managing Effective Teams

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      • 9.5Barriers to Effective Teams

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      • 9.6Focus on Managing Groups and Teams, Ethics, Technology, and National Culture

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      • 9.7Four Generations of Teamwork: The Case of the LEGO Group

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      • 9.8Conclusion

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      • 9.9Exercises

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    • 10Conflict and Negotiation at Work

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      • 10.1Addressing Conflict with Employee Activism: The Case of Google

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      • 10.2Understanding Conflict

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      • 10.3Causes and Outcomes of Conflict

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      • 10.4Conflict Management

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      • 10.5Negotiations

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      • 10.6Focus on Conflict and Negotiations, Ethics, Technology, and National Culture

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      • 10.7When Conflict Is Productive: The Case of Amazon

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      • 10.8Conclusion

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      • 10.9Exercises

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    • 11Decision Making and Creativity at Work

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      • 11.1Making the Decision to Invest in Detroit: The Case of Detroit Bikes and Shinola

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      • 11.2Understanding Decision Making

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      • 11.3Faulty Decision Making

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      • 11.4Decision Making in Groups

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      • 11.5Focus on Making Decisions, Ethics, Technology, and National Culture

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      • 11.6Trusting Employees to Make Decisions: The Case of Microsoft

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      • 11.7Conclusion

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      • 11.8Exercises

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    • 12Leading at Work

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      • 12.1An Inclusive Leadership Approach: The Case of Stitch Fix

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      • 12.2Who Is Considered a Leader? Trait Approaches to Leadership

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      • 12.3What Do Leaders Do? Behavioral Approaches to Leadership

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      • 12.4What Is the Role of the Context? Contingency Approaches to Leadership

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      • 12.5What’s New? Contemporary Approaches to Leadership

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      • 12.6Focus on Leading People, Ethics, Technology, and National Culture

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      • 12.7A Different Approach to Leadership at Apple: The Case of Tim Cook

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      • 12.8Conclusion

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      • 12.9Exercises

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    • 13Power, Influence, and Politics at Work

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      • 13.1The Power of Heart: The Case of Southwest Airlines

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      • 13.2The Basics of Power

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      • 13.3The Power to Influence

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      • 13.4Organizational Politics

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      • 13.5Understanding Social Networks

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      • 13.6Focus on Power and Politics, Ethics, Technology, and National Culture

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      • 13.7English Teacher to Billionaire: The Case of Jack Ma

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      • 13.8Conclusion

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      • 13.9Exercises

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    • 14Organizational Structure and Change at Work

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      • 14.1Evolving through Acquisition: The Case of Campbell Soup Company

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      • 14.2Understanding Organizational Structure

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      • 14.3Understanding Organizational Change

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      • 14.4Planning and Executing Change Effectively

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      • 14.5Focus on Organizational Structure and Change, Ethics, Technology, and National Culture

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      • 14.6Changes in Latitudes, Changes in Attitudes: The Case of Kronos

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      • 14.7Conclusion

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      • 14.8Exercises

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    • 15Organizational Culture at Work

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      • 15.1Strong Culture Leads to Strong Performance: The Case of Costco

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      • 15.2Understanding Organizational Culture

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      • 15.3Characteristics of Organizational Culture

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      • 15.4Creating and Maintaining Organizational Culture

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      • 15.5Creating Culture Change

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      • 15.6Focus on Organizational Culture, Ethics, Technology, and National Culture

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      • 15.7When It Comes to Culture, Strong Signals Matter: The Case of General Motors

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      • 15.8Conclusion

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      • 15.9Exercises

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