Organizational Behavior | Talya Bauer and Berrin Erdogan

- 1Organizational Behavior at Work
- 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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