New and Expanded Coverage

Our readers and reviewers have kindly told us how much they appreciate our efforts to keep this textbook up-to-date and relevant. Toward that end, you will find the following important new and significantly improved coverage in the eighth edition:

Chapter 1 Major new section titled “The Ethics Challenge” includes coverage of Sarbanes-Oxley Act of 2002; an individual model of ethical behavior; Carroll’s global model of corporate social responsibility and ethics; whistle-blowing; and a personal call to action. New key terms: corporate social responsibility and whistle-blowing.

Chapter 2 Updated data on demographic statistics and new examples of corporate diversity initiatives. New Ethical Dilemma.

Chapter 3 Discussion of sustainability as a corporate value, and new key term. Major new section on types of organizational culture revolves around the competing values framework (CVF). Key terms presented for the four types of organizational culture underlying the CVF: clan culture, adhocracy culture, market culture, and hierarchy culture. New discussion regarding the process of culture change, including key terms for vision and strategic plan. New examples for how organizations embed organizational culture.

Chapter 4 New discussion of Muslim-Americans and ethnocentrism.

Chapter 5 New coverage and key terms: resiliency and impostor syndrome. New section titled “Abilities and the Need for Sleep.” New Ethical Dilemma.

Chapter 6 New examples and research pertaining to values, attitudes, and job satisfaction.

Chapter 7 New coverage of managerial implications of the perception process: workplace aggression and antisocial behavior, physical and psychological well-being; and designing web pages. New recommendations for reducing commonly found perceptual errors. New key term for implicit cognition and a discussion of its role in stereotyping. New Ethical Dilemma.

Chapter 8 New examples and research pertaining to all models of motivation. New discussion of employee needs by different age groups. New coverage and key term for repetitive motion disorders.

Chapter 9 New coverage and key term: line of sight (to strategic goals). Coverage of goal orientation updated to reflect new research. New discussion of feedback vs. performance appraisals. New Ethical Dilemma.

Chapter 10 New discussion of the challenge of being both a manager and a friend. More discussion of Sarbanes-Oxley Act of 2002. New Ethical Dilemma.

Chapter 11 Cooperation as a service quality strategy at Ritz-Carlton. New critique of team building exercises. New Ethical Dilemma.

Chapter 12 New coverage and key terms for nonrational models of decision making and the garbage can model of decision making. Expanded discussion of decision making biases now contains new material pertaining to the confirmation bias, the anchoring bias, the overconfidence bias, the hindsight bias, and the framing bias. New section devoted to ethical decision making, including the presentation of an ethical decision-making tree. New key term for decision tree. New Ethical Dilemma.

Chapter 13 New discussion and key term: day of contemplation (one-time-only day without pay to reflect on need for performance improvement). New Ethical Dilemma.

Chapter 14 Material on barriers to effective communication has been revised and restructured. There is new coverage and key terms for personal barriers, semantics, and jargon. New coverage and key term for management by walking around, a form of informal communication. The section on communicating in the computerized information age is much more practical. There is new material about the costs of cybercrime and a Table summarizing the benefits, drawbacks, and suggestions for managing e-mail. New Ethical Dilemma.

Chapter 15 Expanded coverage of charisma, relative to referent power. Advice for new college graduates who want to make a good impression on the job. New Ethical Dilemma.

Chapter 16 New examples and research for all leadership theories. New discussion of the takeaways from situational theories and transformational leadership.

Chapter 17 Organizational decline at Dell. Making a merger work with a people-centered approach. New Ethical Dilemma.

Chapter 18 New discussion of how an organizational crisis is an external force of change. New Table presenting five types of Organizational Development interventions.

Topical Coverage

In keeping with the curriculum recommendations from AACSB International (the Association to Advance Collegiate Schools of Business, www.aacsb.edu) for greater attention to managing in a global economy, managing cultural diversity, improving product/service quality, and making ethical decisions, we feature this coverage:

• A full chapter on international organizational behavior and cross-cultural management (Chapter 4). Comprehensive coverage from the landmark GLOBE project. To ensure integrated coverage of international topics, 12 of the Real World/Real People boxed inserts have a global theme.

• A full chapter on managing diversity (Chapter 2) offers comprehensive and up-to-date coverage of managing diversity. 14 of the Real World/Real People boxed inserts have a diversity theme.

• Principles of total quality management (TQM) and the legacy of W Edwards Deming are discussed in Chapter 1 to establish a quality-improvement context for the entire textbook. Also, many quality-related examples have been integrated into the textual presentation.

• As outlined next, the eighth edition includes comprehensive coverage of ethics-related concepts, cases, and issues. Seventeen of the Real World/Real People boxed inserts have an ethics theme, with specific attention called out by an ethics icon.

• NEW! The eighth edition test bank provided in the Instructor’s Resource CD will have each question tagged to the AACSB knowledge category it covers.

Comprehensive Ethics Coverage

Ethics is covered early and completely in Chapter 1 to set a proper moral tone for managing people at work. Ethical issues are raised throughout the text, with additional significant coverage of the Ethical Decision Making Tree in Chapter 12. In nearly every chapter, one or two of the Real World/Real People boxed inserts are ethically based and are highlighted with the new ethics icon. Also in this eighth edition are 18 Ethical Dilemmas (one following each chapter). They raise hard-hitting ethical issues and ask tough questions, virtually guaranteeing a lively discussion/debate for cooperative learning. These Ethical Dilemmas (11 are new to this edition), along with the Real World/Real People boxes, are constant reminders of the importance of ethical management.

Pedagogical Features

The eighth edition of Organizational Behavior is designed to be a complete teaching/learning tool that captures the reader’s interest and imparts useful knowledge. Some of the most significant pedagogical features of this text are

• Classic and modern topics are given balanced treatment in terms of the latest and best available theoretical models, research evidence, and practical applications. Each chapter follows a Theory-Research-Practice approach. Students reading each chapter will be given an understanding of the basic theories about OB, whether or not the theories work by drawing on research to make summary conclusions, and will be able to apply the theories and research to real world examples.

• Several concise learning objectives open each chapter to focus the reader’s attention and serve as a comprehensive check. NEW! to this edition is a design feature calling attention to each learning objective within the text. Look for numbered paw prints where the new learning objective begins. Additionally, the chapter summary is written to correlate with chapter learning objectives.

• A colorful and lively art program included captioned photographs, figures, and cartoons.

• Hundreds of real-world examples involving large and small, public and private organizations have been incorporated into the textual material to make this edition up-to-date, interesting, and relevant.

 Streamlined End of Chapter Materials

The end of chapter materials for the eighth edition of Organizational Behavior were carefully selected for their use as a study guide for students. Each chapter contains

• A Summary of Key Concepts correlating with the Learning Objectives for that chapter.
• A list of Key Terms
• An updated OB in Action Case Study
• An Ethical Dilemma
• A reminder about the resources available on the Web

Note that the popular Personal Growth Exercises and Group Exercises, along with Group Discussion Questions which were printed in the previous edition’s end of chapter material can now be found on the book’s website. Instructors will be able to assign only those exercises that apply for your classroom needs, and are given more freedom to choose only those exercises that apply.

Fresh Cases and Updated Research

Our continuing commitment to a timely and relevant textbook is evidenced by the number of new chapter-opening vignettes and chapter-closing cases. The vignettes and cases highlight male and female role models, public and private organizations, and US and foreign companies such as Patagonia, McDonald’s, Safeway, Starbuck’s, Google, Chanel, PricewaterhouseCoopers, JP Morgan Chase, Nucor, Ford, Home Depot, Microsoft, Disney, Avon, Wal-Mart, ExxonMobil, and Best Buy.

Every chapter opens with a real-name, real-world vignette to provide a practical context for the material at hand. Seventeen of the chapter-opening vignettes are new.

This eighth edition is filled with current and relevant examples from both a research and a practice perspective. In fact, 799 source material references are dated 2006 and 552 are dated 2007.

Real World/Real People

While theory and research are important to the study of OB, current examples of real people in real organizational situations are needed to bring OB to life for the reader. The eighth edition contains 64 Real World/Real People boxed inserts strategically located throughout the text. They are up-to-date (mostly drawn from 2006 or 2007 sources), often provocative, and definitely interesting. The Real World/Real People features tend to be short, for quick reading, and tightly linked to the accompanying textual discussion. They show real people at their best and sometimes at their worst. New to this edition is a learning aid in the form of a thought-provoking question at the end of each Real World/Real People boxed insert. These questions generally ask students to apply the example to related chapter content.

New in this edition, the Real World/Real People boxes that address ethical issues are highlighted with a new ethics logo. Based on reviewer feedback, we’ve also included a discussion question with each box that ties it to the chapter content , to serve as a learning aid and class discussion starter.

Among the important and interesting topics and insights in the Real World/Real People features are building social capital, green corporations, worldwide employee shortages, corporate spying, Muslim-Americans and ethnocentrism, hiring military veterans, values, revenge in the workplace, CEO pay, coaching, blind conformity, project teams in MBA programs, coworker support for cancer victims, pros and cons of team building, intuition, innovation, functional conflict, cubicle etiquette, semantic barriers, facial expressions, videoconferencing, employee wellness programs, empowerment, leadership development and effectiveness, shared leadership, open-system thinking, organizational decline, how to make a merger work, and resistance to change.

Organizations featured in the Real World/Real People boxes include Hackensack (NJ) University Medical Center, Microsoft, Unilever, Bank of America, Motorola, Hewlett-Packard, Home Depot, Xerox, Trane, NCR, PricewaterhouseCoopers, AMD, Raving Brands, Samsung, Grand Circle Corp., Toro, BET Networks, Wipro, Cisco Systems, IBM, Harrah’s, Scotts, Goldman Sachs, eBay, Starbuck’s, and Dell.