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Table of Contents

    • About the Authors
    • Acknowledgments 
    • Dedications
    • Preface
    • 1Organizational Behavior
      • 1.1Employee Engagement in Organizational Change Toward B Corp Status: The Case of Townshend’s Tea Company
      • 1.2Understanding Organizational Behavior
      • 1.3Learning and Retention
      • 1.4Organizational Behavior Research Methods
      • 1.5Trends Influencing Organizational Behavior
      • 1.6Maintaining a Customer Service Culture: The Case of Les Schwab Tires
      • 1.7Conclusion
      • 1.8Exercises
    • 2Diversity in the Workplace
      • 2.1Equality as a Core Value: The Case of Salesforce.com
      • 2.2Demographic Diversity
      • 2.3Cultural Diversity
      • 2.4The Role of Ethics and National Culture
      • 2.5Managing Diversity for Success: The Case of IBM
      • 2.6Conclusion
      • 2.7Exercises
    • 3Understanding People at Work: Individual Differences and Perception

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      • 3.1Hiring for Match: The Case of Netflix

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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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      • 3.5The Role of Ethics and National Culture

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      • 3.6Using Big Data to Match Applicants to Jobs: The Case of Cornerstone OnDemand

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      • 3.7Conclusion

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      • 3.8Exercises

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    • 4Individual Attitudes and Behaviors

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      • 4.1 Fostering Positive Job Attitudes and Professional Development: The Case of Enterprise Holdings

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      • 4.2Work Attitudes

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      • 4.3Work Behaviors

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      • 4.4The Role of Ethics 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

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      • 5.1Creating Happiness Through Motivation: The Case of The Walt Disney Company

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      • 5.2Need-Based Theories of Motivation

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      • 5.3Process-Based Theories

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      • 5.4The Role of Ethics and National Culture

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      • 5.5A Motivating Place to Work: The Case of Zappos

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      • 5.6Conclusion

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      • 5.7Exercises

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    • 6Designing a Motivating Work Environment

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      • 6.1Retail with a Purpose: The Case of REI

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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 Appraisals

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      • 6.5Motivating Employees Through Performance Incentives

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      • 6.6The Role of Ethics and National Culture

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      • 6.7Motivating Steel Workers Works: The Case of Nucor

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      • 6.8Conclusion

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      • 6.9Exercises

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    • 7Managing Stress and Emotions

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      • 7.1Managing Stress and Emotions: The Case of NASA’s Mission to Mars

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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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      • 7.6The Role of Ethics and National Culture

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      • 7.7Facing Foreclosure: The Case of Camden Property Trust

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      • 7.8Conclusion

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      • 7.9Exercises

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    • 8Communication

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      • 8.1Instant Messaging in the Workplace: The Case of Slack

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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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      • 8.5The Role of Ethics and National Culture

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      • 8.6Employee Satisfaction Translates to Success: The Case of Edward Jones

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      • 8.7Conclusion

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      • 8.8Exercises

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    • 9Managing Groups and Teams

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      • 9.1Four Generations of Teamwork: The Case of the Lego Group

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      • 9.2Group Dynamics

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      • 9.3Understanding Team Design Characteristics

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      • 9.4Management of Teams

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      • 9.5Barriers to Effective Teams

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      • 9.6The Role of Ethics and National Culture

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      • 9.7Putting Peer Pressure to Work: The Case of Pret a Manger 

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      • 9.8Conclusion

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      • 9.9Exercises

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    • 10Conflict and Negotiations

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      • 10.1When Conflict Is Productive: The Case of Amazon

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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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      • 10.6The Role of Ethics and National Culture

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      • 10.7Negotiation Failure: The Case of PointCast

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      • 10.8Conclusion

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      • 10.9Exercises

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    • 11Making Decisions

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      • 11.1Trusting Employees to Make Decisions: The Case of Microsoft

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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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      • 11.5The Role of Ethics and National Culture

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      • 11.6Decisions, Decisions: The Case of Angry Birds

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      • 11.7Conclusion

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      • 11.8Exercises

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    • 12Leading People Within Organizations

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      • 12.1A Different Approach to Leadership at Apple: The Case of Tim Cook

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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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      • 12.6The Role of Ethics and National Culture

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      • 12.7Taking on the Pepsi Challenge: The Case of Indra Nooyi

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      • 12.8Conclusion

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      • 12.9Exercises

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    • 13Power and Politics

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      • 13.1English Teacher to Billionaire: The Case of Jack Ma

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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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      • 13.6The Role of Ethics and National Culture

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      • 13.7You’ve Got a Friend in Me: The Case of Dale Carnegie

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      • 13.8Conclusion

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      • 13.9Exercises

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    • 14Organizational Structure and Change

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      • 14.1Changes in Latitudes, Changes in Attitudes: The Case of Kronos

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      • 14.2Organizational Structure

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      • 14.3Organizational Change

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      • 14.4The Role of Ethics and National Culture

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      • 14.5Lean, Mean Driving Machine: The Case of Toyota

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      • 14.6Conclusion

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      • 14.7Exercises

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    • 15Organizational Culture

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      • 15.1When It Comes to Culture, Strong Signals Matter: The Case of General Motors

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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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      • 15.6The Role of Ethics and National Culture

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      • 15.7Service Culture Makes All the Difference: The Case of Four Seasons Hotels

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      • 15.8Conclusion

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      • 15.9Exercises

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