Understanding and Managing Organizational Behavior 6th Edition ISBN-10: 0273753797 ISBN-13: 9780273753797

Cover......Page 1 Contents......Page 8 Preface......Page 22 Chapter 1 Introduction to Organizational Behavior......Page 29 Opening Case: Ursula Burns Succeeds Anne Mulcahy as CEO of Xerox......Page 30 Overview......Page 31 The Nature of Organizational Behavior......Page 32 Levels of OB......Page 33 OB and Management......Page 35 Managerial Functions......Page 36 OB TODAY: How Joe Coulombe Used OB to Make Trader Joe’s a Success Story......Page 38 Managerial Skills......Page 39 Challenges for OB......Page 40 Developing Organizational Ethics and Well-Being......Page 41 ETHICS IN ACTION: How Unethical Behavior Shut Down a Meat-packing Plant......Page 43 Dealing with a Diverse Workforce......Page 44 Understanding Global Differences......Page 46 GLOBAL VIEW: IKEA’s Worldwide Approach to OB......Page 47 Global Learning......Page 48 Global Crisis Management......Page 49 Challenge 3: Advancing Information Technology......Page 50 IT, Creativity, and Organizational Learning......Page 51 Challenge 4: Shifting Work and Employment Relationships......Page 52 YOU’RE THE MANAGEMENT EXPERT: Moving to Self-Managed Teams......Page 53 SUMMARY......Page 54 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 55 CLOSING CASE: How Jeff Bezos Manages at Amazon.com......Page 58 F.W. Taylor and Scientific Management......Page 59 The Hawthorne Studies and Human Relations......Page 60 Theory Y......Page 61 Chapter 2 Individual Differences: Personality and Ability......Page 63 Opening Case: Nooyi’s Determination......Page 64 The Nature of Personality......Page 65 Personality and the Situation......Page 66 FOCUS ON DIVERSITY: Liane Pelletier Transforms Alaska Communications......Page 68 The Big Five Model of Personality......Page 69 Extraversion......Page 70 Neuroticism......Page 71 Openness to Experience......Page 72 GLOBAL VIEW: Fujio Mitarai Cuts Costs, Develops New Products, and Protects the Environment at Canon......Page 74 YOU’RE THE MANAGEMENT EXPERT: Understanding a New Employee......Page 75 Self-Monitoring......Page 76 Self-Esteem......Page 77 Type A and Type B Personalities......Page 78 Needs for Achievement, Affiliation, and Power......Page 79 Cognitive Ability......Page 80 Physical Ability......Page 81 Where Do Abilities Come from and How Are They Measured?......Page 82 Emotional Intelligence: A Different Kind of Ability......Page 83 The Management of Ability in Organizations......Page 84 Training......Page 85 SUMMARY......Page 86 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 87 CLOSING CASE: Mark Wilson Creates a Different Kind of Telemarketer......Page 90 Chapter 3 Values, Attitudes, and Moods and Emotions......Page 91 Opening Case: Satisfied, Committed, and Happy Employees at Nugget Markets......Page 92 Values, Attitudes, and Moods and Emotions......Page 93 The Nature of Values......Page 94 ETHICS IN ACTION: Gentle Giant Moving Company Values Honesty......Page 97 The Nature of Moods and Emotions......Page 98 Relationships Between Values, Attitudes, and Moods and Emotions......Page 101 Job Satisfaction......Page 102 Determinants of Job Satisfaction......Page 103 Theories of Job Satisfaction......Page 106 The Facet Model of Job Satisfaction......Page 107 Herzberg’s Motivator-Hygiene Theory of Job Satisfaction......Page 108 The Discrepancy Model of Job Satisfaction......Page 109 Does Job Satisfaction Affect Job Performance?......Page 110 Turnover......Page 112 Employee Well-Being......Page 114 YOU’RE THE MANAGEMENT EXPERT: Increasing Affective Commitment......Page 115 SUMMARY......Page 116 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 117 CLOSING CASE: Paetec’s Values Lead to a Satisfied and Committed Workforce......Page 120 Chapter 4 Perception, Attribution, and the Management of Diversity......Page 121 Opening Case: Effectively Managing Diversity is an Ongoing Journey......Page 122 Overview......Page 123 The Nature of Perception......Page 124 Fairness and Equity......Page 125 Characteristics of the Perceiver......Page 126 Schemas: The Perceiver’s Knowledge Base......Page 127 FOCUS ON DIVERSITY: Discrimination in Layoff Decisions......Page 128 The Perceiver’s Motivational State......Page 129 Characteristics of the Target and Situation......Page 130 Social Status of the Target......Page 131 Impression Management by the Target......Page 132 Information Provided by the Situation......Page 133 Standing Out in the Crowd: The Effects of Salience in a Situation......Page 134 ETHICS IN ACTION: Disabled Employees Key to Success at Habitat International......Page 136 Biases and Problems in Person Perception......Page 137 Halo Effects......Page 138 Knowledge-of-Predictor Bias......Page 139 Attribution Theory......Page 140 Internal and External Attributions......Page 141 Attributional Biases......Page 142 Effectively Managing a Diverse Workforce......Page 143 Education......Page 144 Mentoring Programs......Page 145 Sexual Harassment......Page 146 SUMMARY......Page 147 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 148 CLOSING CASE: Sodexo and Principle Financial Group Recognized for the Effective Management of Diversity......Page 152 Chapter 5 Learning and Creativity......Page 153 Opening Case: UPS Is Very Serious About Learning......Page 154 Overview......Page 155 Learning through Consequences......Page 156 Encouraging Desired Behaviors through Positive and Negative Reinforcement......Page 157 Discouraging Undesired Behaviors through Extinction and Punishment......Page 160 Organizational Behavior Modification......Page 162 Learning from Others......Page 163 GLOBAL VIEW: Vicarious Learning at the Ritz-Carlton......Page 165 Learning on Your Own......Page 167 Beliefs about One’s Ability to Learn: The Role of Self-Efficacy......Page 168 Sources of Self-Efficacy......Page 169 The Creative Process......Page 170 OB TODAY: Jim Newton’s Openness to Experience Helps Others Be Creative......Page 172 Characteristics of the Organizational Situation That Contribute to Creativity......Page 173 The Interaction of Personality and Situational Factors......Page 174 The Learning Organization......Page 175 SUMMARY......Page 176 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 177 CLOSING CASE: Continuous Learning and Innovation......Page 180 Chapter 6 The Nature of Work Motivation......Page 181 Opening Case High Motivation at Enterprise Rent-A-Car......Page 182 Overview......Page 183 Direction of Behavior......Page 184 The Distinction Between Motivation and Performance......Page 185 Intrinsic and Extrinsic Motivation......Page 186 Need Theory......Page 187 Maslow’s Hierarchy of Needs......Page 188 Alderfer’s ERG Theory......Page 189 Expectancy Theory......Page 190 OB TODAY: Motivating Loyal Employees at the Container Store......Page 191 Instrumentality: What Is the Connection Between Job Performance and Outcomes?......Page 192 Expectancy: What Is the Connection Between Effort and Job Performance?......Page 193 The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation......Page 194 Equity......Page 195 Ways to Restore Equity......Page 196 Forms of Organizational Justice......Page 197 YOU’RE THE MANAGEMENT EXPERT: When Equal Treatment Backfires......Page 198 ETHICS IN ACTION: Organizational Justice at Genentech......Page 200 Consequences of Organizational Justice......Page 201 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 202 CLOSING CASE: Motivating Employees at the SAS Institute......Page 205 Chapter 7 Creating a Motivating Work Setting......Page 207 Opening Case: High Motivation Results in Exceptional Customer Service at Zappos......Page 208 Overview......Page 209 Scientific Management......Page 210 Job Enlargement and Job Enrichment......Page 212 Core Job Dimensions......Page 213 The Motivating Potential Score......Page 215 Critical Psychological States......Page 219 The Role of Individual Differences in Employees’ Responses to Job Design......Page 220 Job Design: The Social Information Processing Model......Page 222 The Role of the Social Environment......Page 223 The Role of Past Behaviors......Page 224 Job Design Models Summarized......Page 225 FOCUS ON DIVERSITY: Job Sharing a Viable Option......Page 226 Organizational Objectives......Page 227 GLOBAL VIEW: Offshoring Expands Into Many Kinds of Jobs......Page 228 What Kinds of Goals Lead to High Motivation and Performance?......Page 229 Why Do Goals Affect Motivation and Performance?......Page 230 Management by Objectives......Page 231 SUMMARY......Page 232 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 233 CLOSING CASE: Motivating Employees at Google......Page 236 Chapter 8 Pay, Careers, and Changing Employment Relationships......Page 237 Opening Case: Changing Employment Relations in Tough Economic Times......Page 238 Overview......Page 239 Determinants of Psychological Contracts......Page 240 Types of Psychological Contracts......Page 241 When Psychological Contracts Are Broken......Page 243 Encouraging High Levels of Motivation and Performance......Page 244 Developing a Performance Appraisal System......Page 246 YOU’RE THE MANAGEMENT EXPERT: Promoting High-Quality Customer Service......Page 249 Potential Problems in Subjective Performance Appraisal......Page 252 OB TODAY: Acknowledging High Performers During a Recession......Page 253 Should Merit Pay Be Based on Individual, Group, or Organizational Performance?......Page 254 Examples of Merit Pay Plans......Page 255 The Ethics of Pay Differentials and Comparable Worth......Page 256 The Nature of Careers......Page 257 Career Stages......Page 258 Contemporary Career Challenges......Page 262 SUMMARY......Page 264 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 265 CLOSING CASE: Valuing Employees at Costco......Page 268 Chapter 9 Managing Stress and Work-Life Balance......Page 269 Opening Case: Job Loss and Its Consequences......Page 270 Overview......Page 271 The Nature of Stress......Page 272 ETHICS IN ACTION: Violence in the Workplace......Page 273 Individual Differences and Stress......Page 274 Consequences of Stress......Page 275 Sources of Stress......Page 278 Personal Stressors......Page 279 Job-Related Stressors......Page 281 Group- and Organization-Related Stressors......Page 283 Environmental Uncertainty......Page 285 GLOBAL VIEW: Coping with Grief and Loss......Page 286 Problem-Focused Coping Strategies for Individuals......Page 287 Emotion-Focused Coping Strategies for Individuals......Page 288 Problem-Focused Coping Strategies for Organizations......Page 289 YOU’RE THE MANAGEMENT EXPERT: Coping with the Stress of a Challenging New Job......Page 291 FOCUS ON DIVERSITY: On-Site Child Care and Family Friendly Benefits at Guerra DeBerry Coody......Page 293 Emotion-Focused Coping Strategies for Organizations......Page 294 OB TODAY: Alleviating Stress Through Organizational Support......Page 295 SUMMARY......Page 297 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 298 CLOSING CASE: Stress and Burnout Among Entrepreneurs and the Self-Employed......Page 302 Chapter 10 The Nature of Work Groups and Teams......Page 303 Opening Case: Teams and Innovation at Cisco Systems......Page 304 Overview......Page 305 Types of Work Groups......Page 306 Group Development Over Time: The Five-Stage Model......Page 308 Group Size......Page 309 Group Composition......Page 310 Group Status......Page 312 Group Efficacy......Page 313 Social Facilitation......Page 314 Roles......Page 315 OB TODAY: Zingerman’s “Steps” to Success......Page 316 How Groups Control Their Members: Group Norms......Page 317 Idiosyncrasy Credit......Page 318 Balancing Conformity and Deviance......Page 319 OB TODAY: Deviance and Conformity in Design Teams at IDEO......Page 321 Ensuring that Group Norms are Functional for the Organization......Page 322 Socialization and Role Orientation......Page 323 Socialization Tactics......Page 324 SUMMARY......Page 327 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 328 CLOSING CASE: Teams Fuel Global Innovation at Whirlpool......Page 331 Chapter 11 Effective Work Groups and Teams......Page 333 Opening Case: How Nokia Uses Teams to Increase Global Effectiveness......Page 334 Potential Performance?......Page 335 Process Losses and Performance......Page 336 OB TODAY: Process Losses Can Have Deadly Consequences in Hospitals......Page 337 Process Gains and Performance......Page 338 OB TODAY: The Rolling Stones Learn to Play Together......Page 339 Social Loafing: A Problem in Group Motivation and Performance......Page 340 Ways to Reduce Social Loafing......Page 341 How Task Characteristics Affect Group Performance......Page 343 Sequential Interdependence......Page 344 Reciprocal Interdependence......Page 346 Factors that Contribute to Group Cohesiveness......Page 348 Consequences of Group Cohesiveness......Page 349 Self-Managed Work Teams......Page 352 OB TODAY: Dick’s Drive-In Restaurants......Page 354 Research and Development Teams......Page 355 Virtual Teams......Page 357 SUMMARY......Page 358 EXERCISE IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 359 CLOSING CASE: Why Microsoft’s Measurement System Led to Problems with Group Performance......Page 362 Chapter 12 Leaders and Leadership......Page 363 Opening Case How Sony’s “Gaijin” CEO Changed Its Leadership Approach......Page 364 Overview......Page 365 Introduction to Leadership......Page 366 The Leader Behavior Approach......Page 367 OB TODAY: John Chambers of Cisco Systems Develops a Collaborative Leadership Approach......Page 369 Measuring Leader Behaviors......Page 370 What Is Missing in the Trait and Behavior Approaches?......Page 371 Leader Style......Page 372 Situational Characteristics......Page 373 The Contingency Model......Page 374 Path-Goal Theory: How Leaders Motivate Followers......Page 376 OB TODAY: A Sister Act Helped Claire’s Stores to Sparkle......Page 378 The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making......Page 379 Leader–Member Exchange Theory: Relationships Between Leaders and Followers......Page 380 Leadership Substitutes......Page 381 The Romance of Leadership......Page 382 Transformational and Charismatic Leadership......Page 383 GLOBAL VIEW: Avon is Calling Everywhere......Page 384 Gender and Leadership......Page 386 OB TODAY: Female Manufacturing Plant Managers Help Increase Product Quality......Page 387 Ethical Leadership......Page 388 OB TODAY: Whole Foods Markets Leads Through Ethics and Social Responsibility......Page 389 SUMMARY......Page 390 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 392 CLOSING CASE: Tammy Savage and the NETGENeration......Page 395 Chapter 13 Power, Politics, Conflict, and Negotiation......Page 397 Opening Case: Pfizer’s John MacKay Uses Power and Politics to Increase Performance......Page 398 The Nature of Power and Politics......Page 399 Sources of Individual Power......Page 400 Sources of Formal Individual Power......Page 401 ETHICS IN ACTION: New York City Taxi Drivers Make a Fast Buck......Page 402 Sources of Informal Individual Power......Page 403 Ability to Control Uncertain Contingencies......Page 404 ETHICS IN ACTION: Two Judges Use Their Power and Control Over Their Courts to Corrupt Them......Page 405 Ability to Control and Generate Resources......Page 406 Tactics for Increasing Individual Power......Page 407 OB TODAY: Bob Iger Uses His Political Skills to Change Walt Disney......Page 409 Managing Organizational Politics......Page 410 What Is Organizational Conflict?......Page 411 Differentiation......Page 412 Latent Conflict......Page 413 OB TODAY: Manifest Conflict Erupts Between eBay and Its Sellers......Page 414 Manifest Conflict......Page 415 Conflict Aftermath......Page 416 OB TODAY: When Partners Battle for Control of Their Company......Page 417 Negotiation: Resolving Confiict......Page 418 Group-Level Conflict Management......Page 419 Promoting Compromise......Page 421 SUMMARY......Page 422 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 423 CLOSING CASE: Mixing Business and Family Causes Conflict......Page 426 Chapter 14 Communicating Effectively in Organizations......Page 427 Opening Case: Toyota Is Accused of Being a Poor Communicator......Page 428 What Is Communication?......Page 429 The Functions of Communication......Page 430 ETHICS IN ACTION: A Peanut Company’s Use of Communication Causes Many Problems......Page 433 Communication Networks in Organizations......Page 434 The Sender and the Message......Page 436 Encoding......Page 437 The Medium......Page 438 Barriers to Effective Communication......Page 440 OB TODAY: Why Communication Is Vital on an Airliner......Page 441 OB TODAY: The Consequences of Poor Listening Skills......Page 443 Workforce Diversity......Page 444 GLOBAL VIEW: Honda and Foxconn Have a Communication Problem in China......Page 445 Information Richness......Page 446 OB TODAY: Telemarketing Turns-Off Customers......Page 448 Using Advanced IT......Page 449 Persuasive Communication......Page 450 A Model of Persuasive Communication......Page 451 OB TODAY: A Failure in Communication......Page 453 Communication in Crisis Situations......Page 454 SUMMARY......Page 455 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 456 CLOSING CASE: How Chrysler’s Tom Lasorda Learned How to Talk to Employees......Page 460 Chapter 15 Decision Making and Organizational Learning......Page 461 Opening Case: Mattel Wins the War in Toyland......Page 462 Types of Decisions......Page 463 Nonprogrammed Decisions......Page 464 OB TODAY: Steve Jobs’s and Apple’s Engineers Excel at Nonprogrammed Decision Making......Page 465 Programmed Decisions......Page 466 Ethical Decision Making......Page 467 ETHICS IN ACTION: Guidant’s Major Ethical Lapse......Page 468 The Classical Model of Decision Making......Page 469 March and Simon’s Administrative Model of Decision Making......Page 470 Sources of Error in Decision Making......Page 471 Heuristics and Their Effects......Page 472 Escalation of Commitment......Page 473 The Role of Information Technology......Page 474 GLOBAL VIEW: SAP’s ERP System......Page 475 Advantages of Group Decision Making......Page 476 Disadvantages of Group Decision Making......Page 477 Other Consequences of Group Decision Making......Page 479 YOU’RE THE MANAGEMENT EXPERT: Solving Competition Between Teams......Page 480 Brainstorming......Page 481 Group Decision-Making Techniques Used in Total Quality Management......Page 482 OB TODAY: How Plexus Decided It Could Make Flexible Manufacturing Pay Off......Page 483 Organizational Learning......Page 484 OB TODAY: IDEO Helps Organizations “Learn How to Learn”......Page 485 Principles of Organizational Learning......Page 486 OB TODAY: How to Create a Learning Organization......Page 488 SUMMARY......Page 489 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 490 CLOSING CASE: Turnaround Decision Making at Liz Claiborne......Page 493 Chapter 16 Organizational Design and Structure......Page 495 Opening Case: Avon Reorganizes Its Global Structure......Page 496 Designing Organizational Structure......Page 497 Technology......Page 498 Organic and Mechanistic Structures......Page 500 YOU’RE THE MANAGEMENT EXPERT: Which Work System Is the Best?......Page 501 Functional Structure......Page 502 Divisional Structures: Product, Market, and Geographic......Page 503 OB TODAY: Why the Houston ISD Changed to a Market Structure......Page 504 Advantages of a Divisional Structure......Page 505 Disadvantages of a Divisional Structure......Page 506 Matrix Structure......Page 507 Allocating Authority......Page 508 OB TODAY: Caterpillar Gets Leaner and More Focused......Page 511 OB TODAY: To Centralize or Decentralize—That Is the Question......Page 512 Mutual Adjustment and Integrating Mechanisms......Page 513 GLOBAL VIEW: A Product Team Structure Can “Insure” High Performance......Page 515 Standardization......Page 516 The Effects of IT Inside Organizations......Page 518 GLOBAL VIEW: IBM and Accenture Create “Virtual” Organizations......Page 519 The Effects of IT Between Organizations......Page 520 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 521 CLOSING CASE: Home Depot’s Military-Style Structure......Page 525 Chapter 17 Organizational Culture and Ethical Behavior......Page 527 Opening Case: How a New CEO Transformed Ford’s Culture......Page 528 What Is Organizational Culture?......Page 529 Socialization and Socialization Tactics......Page 531 Stories, Ceremonies, and Organizational Language......Page 532 OB TODAY: UPS and Walmart Know How to Build Persuasive Cultures......Page 534 YOU’RE THE MANAGEMENT EXPERT: A Culture of Cleanliness......Page 535 Characteristics of People Within the Organization......Page 536 Organizational Ethics......Page 537 ETHICS IN ACTION: Apple: Do You Protect Your Products or the Workers Who Assemble Them?......Page 538 The Employment Relationship......Page 540 OB TODAY: How Making Employees Owners Can Change Organizational Culture......Page 541 Adaptive Cultures versus Inert Cultures......Page 542 OB TODAY: How Google’s Founders Created a Groovy Culture......Page 543 Traits of Strong, Adaptive Corporate Cultures......Page 544 Values from the National Culture......Page 545 Hofstede’s Model of National Culture......Page 546 Creating an Ethical Culture......Page 549 Why Does Unethical Behavior Occur?......Page 550 Ways to Create an Ethical Culture......Page 551 GLOBAL VIEW: Everything Is NotComing Up Roses......Page 552 SUMMARY......Page 553 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 554 CLOSING CASE: Why 3M Has an Innovative Culture......Page 556 Chapter 18 Organizational Change and Development......Page 557 Opening Case: Dell Struggles to Regain Its Leadership......Page 558 Overview......Page 559 Forces for Change......Page 560 ETHICS IN ACTION: Outsourcing and Sweatshops: Do They Go Hand in Hand?......Page 562 Impediments to Change......Page 563 Organization-Level Resistance to Change......Page 564 Lewin’s Force-Field Theory of Change......Page 565 Evolutionary Change I: Sociotechnical Systems Theory......Page 566 Evolutionary Change II: Total Quality Management......Page 567 OB TODAY: Starwood’s Work to Satisfy Its Customers......Page 568 Revolutionary Change I: Reengineering......Page 569 OB TODAY: Hallmark Card Wakes Up......Page 570 Revolutionary Change II: Restructuring......Page 571 Revolutionary Change III: Innovation......Page 572 Managing Change: Action Research......Page 573 Implementing Action......Page 574 Evaluating the Action......Page 575 Institutionalizing Action Research......Page 576 OD Techniques to Deal with Resistance to Change......Page 577 OB TODAY: Crisis After Crisis Seem to Plague BP......Page 578 OD Techniques to Promote Change......Page 579 SUMMARY......Page 582 EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 583 CLOSING CASE: How United Technologies Manages the Change Process......Page 586 Appendix: Research Methods in Organizational Behavior......Page 587 C......Page 593 E......Page 594 I......Page 595 L......Page 596 O......Page 597 P......Page 598 S......Page 599 T......Page 600 W......Page 601 References......Page 602 C......Page 651 E......Page 652 H......Page 653 L......Page 654 M......Page 655 R......Page 656 T......Page 657 Z......Page 658 M......Page 659 Z......Page 660 Subject Index......Page 661 ALERT: Before you purchase, check with your instructor or review your course syllabus to ensure that you select the correct ISBN. 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George/Jones uses real-world examples, thought- and discussion-provoking learning activities to help readers become more engaged in what they are learning. This text also provides the most contemporary and up-to-date account of the changing issues involved in managing people in organizations. The sixth edition features new cases, material addressing the economic crisis, and expanded coverage of ethics and workplace diversity. For one-semester, undergraduate/graduate level courses in Organizational Behavior. This title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content which is especially relevant to students outside the United States.Vivid examples, thought-provoking activities—get students engaged in OB. George/Jones uses real-world examples, thought- and discussion-provoking learning activities to help students become more engaged in what they are learning. This text also provides the most contemporary and up-to-date account of the changing issues involved in managing people in organizations.The sixth edition features new cases, material addressing the economic crisis, and expanded coverage of ethics and workplace diversity. Accompanied by mymanagementlab!See the hands in the air, hear the roar of discussion–be a rock star in the classroom. mymanagementlab makes it easier for you to rock the classroom by helping you hold students accountable for class preparation, and getting students engaged in the material through an array of relevant teaching and media resources. Visit mymanagementlab.com for more information.