How do you use cases in your course? Preview Case. Positioned at the beginning of each chapter, this feature sets up the upcoming material by putting it in the context of a real organizational event. These are either completely new to this edition or updated, and allow the student to relate to the chapter content. Southwest Airlines: Employee Relations Back on Time (Chapter 11) p. 425 "An Indiscriminate Jerk" (Chapter 12) p. 465 Commercial Metals Company "Steels" the Show (Chapter 15) p. 583 Case in Point. This chapter-end case reviews the material covered and brings it to life.
Specific tie-ins are made by use of discussion questions appearing after each Case in Point feature. Like the Preview Case, these are also new or updated for this edition. The Scoop on Communications at Cold Stone Creamery (Chapter 9) p. 377 Amazon.com: Innovation Via the "Two-Pizza Team" (Chapter 14) p. 580 Royal Bank of Canada: Changes You Can Bank On (Chapter 16) p. 659 What are some of the most current trends you see in OB? NEW Chapter 2 on Organizational Justice, Ethics and Corporate Social Responsibility . In the wake of ethical scandals, organizations have worked to present themselves as ethical entities.
How they go about doing this, and the ways in which people perceive fairness of individuals and organizations is the focus of this entirely new chapter. This is in keeping with a great deal of new research on these topics. p. 40-46 New section on Core self-evaluations in Chapter 4: Research has shown that people''s job behavior is in large part based on their images of themselves, known as core self-evaluations. This consists of four key dimensions that have been actively researched in OB, making this topic a key new addition to the book. p. 146-148 Religious intolerance (Chapter 6): In the wake of the September 11, 2001 terrorist attacks on the US, religious intolerance has become a particularly sensitive issue in the workplace. This important phenomenon is now the subject of new coverage.
p. 213-215 Offshoring(Chapter 16) : : Among the most widespread changes in organizations today is offshoring, the practice of manufacturing products abroad. Does this hollow out the core of today''s organizations? The social and economic consequences of this practice now are considered in this chapter. p. 635 Horizontal and vertical stretch goals (Chapter 7) : : To motivate employees, should goals be set that encourage them to do more of what they already do (horizontal stretch goals) or to do entirely different things (vertical stretch goals)? Research bearing on this topic is important, and has been introduced into this edition. p. 260-261 How do you incorporate important topics such as stereotyping and sexual harassment into your course? Stereotype threats research added . (Chapter 3): This work shows that victims of stereotypes tend to keep those stereotypes alive by living up to (or in many cases, down to, the expectations associated with those stereotypes).
The importance of this research, along with its popularity as a topic justifies its inclusion. p. 102-103 Sexual Harrassment coverage expanded in Ch. 12: Despite ongoing sensitivity to sexual harassment, it remains an ongoing problem in today''s organizations. To fully appreciate this problem, two key forms of harassment are focused on : Quid pro quo and hostile environment harassment . Knowing about these helps students appreciate how to avoid not only how to avoid offending others, but also how to avoid legal entanglements. p. 483-488 Other Changes to this Edition: A new discussion of Engagement is added in Chapter 1: This topic demonstrating how OB can be put to use refers to mutual commitment between employers and employees to do things to help one another achieve each other''s goals and aspirations.
Organizations take various steps to engage their employees and employees, in turn, respond by engaging their organizations. To get the ball rolling, organizations do several things (e.g., involve employees in decisions) that promote mutual benefits. This important new material emphasizes the practical application of OB. p. 27-29 New coverage of emotional contagion has been added in Chapter 5: The emotions people express are linked, in large part, to the emotions of others. This phenomenon, known as emotional contagion, has been found to influence behavior in organizations in various ways that now are included in this book.
p. 170-171 New coverage of Faultlines has been added in Chapter 8: When groups of diverse individuals break into subgroups with respect to similar characteristics, tension is created that can interfere with group functioning. This notion of faultlines provides insight into group and team functioning. p. 323 New Pipedreams discussion available in Chapter 9 : New research is reported on the nature of rumors in organizations. A particularly damaging rumor is a pipedream-a rumor that a desirable event is true although it really is untrue. This section looks at how pipedreams can affect organizational behavior. p.
356-359 Defensive avoidance is now discussed in Chapter 10: OB scientists have found several ways to promote group harmony. One of these involves training people to avoid defensive avoidance, the natural tendency to avoid addressing conflict-related tasks. This technique is now described along with several others designed to help develop good relationships in groups. p. 409-410 New coverage of OCB-I and OCB-O is found in Chapter 11: Helping in organizations involves going above and beyond the call of duty. This can take the form of informally helping other individuals (OCB-I) or organizations themselves (OCB-O). p. 432-435 Authentic leadership is now covered in Chapter 13 : OB scholars have long considered the qualities of the most effective leaders.
Among the newest ones of these now reported in this book is authentic leadership. This refers to the tendency for leaders to be highly moral individuals who are confident, hopeful, optimistic, and resilient, and who are highly aware of the contexts in which they operate. p. 504-505 Competing values framework or organizational culture is now discussed in Chapter 14: This framework identifies several important forms of organizational culture (hierarchy, market, clan and adhocracy cultures) that provide insight for readers. p. 549-552 Vertically integrated organizations are now found in Chapter 15: One popular organizational form, vertical integration, is considered in this edition. Debates have arisen as to the degree to which organizations should own their own suppliers or customers (vertically integrated organizations) or operate independently from them. Attention to this issue prepares readers to understand this debate.
p. 605-606.