|About the book|
Delivering what we’ve come to expect from this author team, McShane/Von Glinow 5e helps everyone make sense of OB, and provides the conceptual tools to work more effectively in the workplace.
In their new Fifth Edition, McShane and Von Glinow continue the trailblazing innovations that made previous editions of Organizational Behavior recognized and adopted by the new generation of organizational behavior (OB) instructors. McShane and Von Glinow 5e is acclaimed for:
Readability, presentation of current knowledge
Strong International/Global orientation
Contemporary Theory Foundation (without the jargon)
Active Learning and Critical Thinking Support
Textbook’s philosophy-OB knowledge is for everyone, not just traditional managers.
Reality is that everyone: sales representatives, production employees, physicians – needs OB knowledge to successfully thrive in and around organizations. The authors’ ability to engage students by introducing cutting edge OB topics while providing relevancy to OB concepts through the ‘linking theory with reality’ approach, is the reason OB 5e remains unparalleled in it’s ability to engage students. Hundreds of fascinating real-life stories captured from around the world, ‘Linking Theory with Reality’, remains one of the text’s key, hearty features. The first to bring OB cutting edge topics, OB 5e continues introducing students to the present and future context of emerging workplace realities: social networks and virtual teams replacing committee meetings, knowledge replacing infrastructure, values and self-leadership replacing command-and-control management; companies looking for employees with emotional intelligence and team competencies, not just technical smarts. Diversity and globalization have become challenges as well as competitive opportunities for organizations. Coworkers aren’t just down the hall; they’re at the other end of an Internet connection located around the world, and much, much, more.
15 chapters replace the previous 17. To accommodate the needs of instructors, the fifteen chapter text emulates the number of weeks in a typical OB course.
Chapter one, substantially revised and updated, introduces four perspectives of organizational effectiveness (the ultimate dependent variable in OB), providing students with an excellent macro-OB foundation for topics throughout the text.
Topic of workforce diversity digs deeper distinguishing surface from deep-level diversity.
New knowledge about self-concept, including the main components (self-enhancement, self-verification, self-evaluation, and social identity) and their relevance to OB. Rewritten and expanded discussion of personality in line with the topic’s increasing importance in OB.
The MARS Model includes a fuller conceptual background. Updated section on selective attention, organization, and interpretation based on the rapidly developing research on Perception and Learning in Organization. Introduces the increasingly popular concept of global mindset in the context of perception and learning.
Now incorporates the topic of stress in chapter four, which is closely related to workplace emotions.
Introduces “Shock events” in job satisfaction.
McShane/Von Glinow, the first to discuss employee engagement in an OB text, moves the topic to chapter five, Foundations of Employee Motivation. Distinguishes drives from needs and explains how drives and emotions are the prime movers of human motivation.
Describes Maslow’s contribution to the field of human motivation. As the first author team to introduce four-drive theory in an OB text, this edition further refines the description of that model and its practical implications. Introduces strengths-based feedback: the positive organizational behavior concept and practice.
Adds emerging information about the situational and personal influences on self-leadership.
Introduces three of the decision heuristic biases discovered and popularized by Kahneman and Tversky.
Chapter 8 combines the two chapters on teams found in previous editions. Introduces information on the competencies of effective team members, revises the writing on self-directed and virtual teams, and provides emerging knowledge about two key processes in team development: team identity and team competence. New knowledge includes the topics of multi-communicating, social acceptance as a contingency in the selection of communication channels, conditions that offset the effects of media richness, and four factors that influence the effectiveness of the communication (i.e. encoding and decoding) process. Separate section on the consequences of power is found in chapter 10. More detailed look at the contingencies of conflict handling. Revises and update the development of thinking about whether conflict is good or bad.
Competency perspective of leadership has been rewritten to incorporate new information about personality, self-concept, practical intelligence, and other specific competencies. Describes the globally integrated enterprise in the section on forms of departmentalization.
More specifically critiques the integration perspective of organization culture by referring to the alternative differentiation and fragmentation views of Organizational Culture.
New section on large group interventions as a distinct fourth approach to organizational change
Videos: Three new programs have been added, creating a dozen excellent videos including the following that will instantly be recognize and likely cherished in the classroom:
empowerment and culture at SEMCO
a realistic job preview of work on board a National Geographic expedition/cruise ship (Lindblad Expeditions)
Best Buy's results-only work environment (ROWE)
All three videos are excellent time lengths for most classes (13 minutes for SEMCO; 6 minutes for Lindblad; 3 minutes for Best Buy).
All three have corresponding photo captions in the book. Of course, all videos come with in-text summary and discussion questions, as well as separate teaching notes for instructors
|About the authors|
Steven L. McShane is Professor of Management in the Graduate School of Management at the University of Western Australia (UWA). Steve has also taught in the business facilities at Simon Fraser University and Queen's University in Canada.
Mary Von Glinow Director of the Center for International Business Education and Research (CIBER) and Professor of Management and International Business at Florida International University. Previously on the Business School faculty of the University of Southern California, she has an MBA and PhD in Management Science from The Ohio State University
|Table of contents|
PART 1 INTRODUCTION
1 Introduction to the Field of Organizational Behavior
PART 2: INDIVIDUAL BEHAVIOR AND PROCESSES
2 Individual Behavior, Personality, and Values
3 Perception and Learning in Organizations
4 Workplace Emotions, Attitudes, and Stress
5 Foundations of Employee Motivation
6 Applied Performance Practices
7 Decision Making and Creativity
PART 3: TEAM PROCESSES
8 Team Dynamics
9 Communicating in Teams and Organizations
10 Power and Influence in the Workplace
11 Conflict and Negotiation in the Workplace
12 Leadership in Organizational Settings
PART 4: ORGANIZATIONAL PROCESSES
13 Organizational Structure
14 Organizational Culture
15 Organizational Change
Appendix A: Theory Building and Systematic Research Methods
Appendix B: Scoring Keys for Self-Assessment Activities