Organizational Behavior - Softcover
In their new Fourth 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. Acclaimed for its readability and presentation of current knowledge, this textbook’s philosophy is that OB knowledge is for everyone, not just traditional managers. The new reality is that everyone- sales representatives, production employees, physicians –needs OB knowledge to successfully work in and around organizations. Organizational Behavior is unparalleled in its ability to engage students by bringing cutting edge OB concepts closer to reality through the ‘theory-practice link’ approach. McShane and Von Glinow help readers connect OB theories to emerging workplace realities through hundreds of fascinating real-life stories from across the United States and around the world. McShane/Von Glinow’s Organizational Behavior 4th Edition also continues to be the source of the hottest topics, such as: employee engagement, resilience, four-drive theory, blogs and wikis, psychological harassment, learning orientation, Schwartz’s values model, separating socioemotional from constructive conflict, and much, much, more.
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Internet applications - Students gain exposure to the internet in several ways: 1) The Fast Co. Online checkup feature (found in each chapter) requires students to answer questions based on a Fast Co. Article that is summarized in the text. The full article can be found on the McShane website. 2) Business Week case studies require students to visit the magazine's website to find answer to questions in the text. 3) Case updates will be posted to the McShane website enabling students to follow company trends and latest practices. All Internet applications will be designated by an icon located in the margin.
Connections 'Special chapter sections highlight how OB concepts exist in the real world. These anecdotes that help students learn and remember important chapter concepts. Theories hold the nodes of learning together, but the stories create meaning and legitimacy. See for example chapter 3's discussion of how computer programmers fulfill their needs by creating hidden 'Easter eggs' in software programs. Chapter 7's connection reveals how AARP, Sprint, Volvo and other firms go to extraordinary lengths to generate 'fun' at work.
Business Week Cases - Found at the end of each chapter, these cases, encourage students to use organizational behavior knowledge as a tool to diagnose and solve organizational problems. They also relate chapter concepts to the dynamic world of business. Students see OB concepts at work in some of the world's biggest and most successful organizations. Students are also asked to answer questions about the case. See chapter 9 - how investment firm Charles Schwab is redefining customer service in the industry by relying on teams rather than individual brokers to serve clients.
Fast Company Vignettes - Articles from this popular magazine, which focuses on revolutionary companies, relate OB concepts to the real word of business. This fast growing publication received the "1997 Launch of the Year" from Advertising Age and "1997 Startup of the Year" from AdWeek. The magazine focuses on the evolving business community, which is committed to new ways of working, competing, living and growing. The journalists write about the new workplace for people who believe in fusing tough-minded performance with sane human values. Students will be able to relate to this magazine that focuses more on dynamic people and practices in organizations. See chapter 5 'how employees at Pixar animation ('A Bug's Life') handle the stress of tight deadlines. See chapter 6 - how phenomenal success of PlayStation occurred partly because its employees lacked experience in the video game market and therefore weren't held back by preconceptions of what was possible.
Team Exercises/Experiential exercises - found in each chapter-involves students in activities where they either experience organizational behavior or practice organizational behavior knowledge in entertaining and informative ways. See chapter 8 - Trivial Pursuit game where students discover nonverbal gestures and etiquette in different cultures. Also, see chapter 16 Corporate Culture Metaphor exercise where students identify an animal, food, place, TV show, etc. to describe the culture of their college, then analyze the metaphors of several teams in a real organization
Self-Assessment Exercises-found in most chapters allow students to diagnose themselves on a variety of organizational behavior concepts. See chapter 4 - self-leadership questionnaire helps students to understand self-leadership concepts and to assess their tendencies on the six self-leadership dimensions
Cases - Each chapter includes a brief problem-oriented case that helps students to diagnose organizational issues using OB concepts. Many cases are new such as Tree Top Forest Products.
Text-ending cases - Four additional cases are included at the end of the textbook. Two are classics and two are recent additions that have been tested very successfully in class by the author like Arctic Mining Consultants.
About the Author:
Connections 'Special chapter sections highlight how OB concepts exist in the real world. These anecdotes that help students learn and remember important chapter concepts. Theories hold the nodes of learning together, but the stories create meaning and legitimacy. See for example chapter 3's discussion of how computer programmers fulfill their needs by creating hidden 'Easter eggs' in software programs. Chapter 7's connection reveals how AARP, Sprint, Volvo and other firms go to extraordinary lengths to generate 'fun' at work.
Business Week Cases - Found at the end of each chapter, these cases, encourage students to use organizational behavior knowledge as a tool to diagnose and solve organizational problems. They also relate chapter concepts to the dynamic world of business. Students see OB concepts at work in some of the world's biggest and most successful organizations. Students are also asked to answer questions about the case. See chapter 9 - how investment firm Charles Schwab is redefining customer service in the industry by relying on teams rather than individual brokers to serve clients.
Fast Company Vignettes - Articles from this popular magazine, which focuses on revolutionary companies, relate OB concepts to the real word of business. This fast growing publication received the "1997 Launch of the Year" from Advertising Age and "1997 Startup of the Year" from AdWeek. The magazine focuses on the evolving business community, which is committed to new ways of working, competing, living and growing. The journalists write about the new workplace for people who believe in fusing tough-minded performance with sane human values. Students will be able to relate to this magazine that focuses more on dynamic people and practices in organizations. See chapter 5 'how employees at Pixar animation ('A Bug's Life') handle the stress of tight deadlines. See chapter 6 - how phenomenal success of PlayStation occurred partly because its employees lacked experience in the video game market and therefore weren't held back by preconceptions of what was possible.
Team Exercises/Experiential exercises - found in each chapter-involves students in activities where they either experience organizational behavior or practice organizational behavior knowledge in entertaining and informative ways. See chapter 8 - Trivial Pursuit game where students discover nonverbal gestures and etiquette in different cultures. Also, see chapter 16 Corporate Culture Metaphor exercise where students identify an animal, food, place, TV show, etc. to describe the culture of their college, then analyze the metaphors of several teams in a real organization
Self-Assessment Exercises-found in most chapters allow students to diagnose themselves on a variety of organizational behavior concepts. See chapter 4 - self-leadership questionnaire helps students to understand self-leadership concepts and to assess their tendencies on the six self-leadership dimensions
Cases - Each chapter includes a brief problem-oriented case that helps students to diagnose organizational issues using OB concepts. Many cases are new such as Tree Top Forest Products.
Text-ending cases - Four additional cases are included at the end of the textbook. Two are classics and two are recent additions that have been tested very successfully in class by the author like Arctic Mining Consultants.
Steven L. McShane is Professor and Director of Graduate Programs in SFU's Faculty of Business Administration. He is a Past President of the Administrative Sciences Association of Canada, has been Organizational Behaviour Division Chair in that association, and was recently a visiting scholar at the University of Western Australia. Along with writing Canadian Orgaizational Behaviour, 3rd ed., Steve has published numerous research articles on wrongful dismissal, pay equity, business media representativeness, labour union participation, and related topics. Steve is also a frequent commentator in the media on organizational behaviour and human resource management issues. Steve earned his Ph.D. at Michigan State University, a Master of Industrial Relations from the University of Toronto, and a Bachelor of Arts from Queen's University.
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- PublisherMcGraw-Hill Higher Education
- Publication date2006
- ISBN 10 0071101047
- ISBN 13 9780071101042
- BindingPaperback
- Edition number4
- Number of pages736
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Organizational Behavior
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ISBN 10: 0071101047
ISBN 13: 9780071101042
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