Solution Manual for Organizational Behavior, 18th Edition

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Organizational Behavior18th EditionStephen P. RobbinsTimothy A. JudgeResource ManualVeronica Horton

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Introduction - Organizational BehaviorPagexiiiIntroductionWelcome to the Instructor’s Manual for the eighteenth edition ofOrganizational Behavior!Longconsidered the standard for all organizational behavior textbooks, this edition continues itstradition of making current, relevant research come alive for students. While maintaining itshallmarkfeatures—clearwritingstyle,cutting-edgecontent,andengaging pedagogy—theseventeenth edition has been updated to reflect the most recent research within the field oforganizationalbehavior.InthiscomprehensiveandthoroughrevisionofOrganizationalBehaviorwe’ve preserved the core material, and we’re confident that this edition reflects themost important research and topical issues facing organizations, managers, and employees. Theworld’s most successful organizational behavior text is better than ever!I. How to Prepare for the CourseThe concept of organizational behavior is an interesting one. It brings together ideas andpractices developed in a diverse group of disciplines to better understand the behaviors of peoplein the organizational context. Organizations usually have goals to produce whatever their desiredoutput in the most effective and efficient manner. Optimizing these factors creates anorganization with the highest level of productivity and success.The human factor in this productivity equation has been of interest to management studies sincethe early days of Frederick Taylor, Frank and Lillian Gilbreth, Henry Gantt, and others and theirapplications and derivatives of Scientific Management. Henri Fayol included concepts ofdirecting and controlling in his functions of management, which have been the basis formanagement theories and research for almost a century.People are the organization. Without people, the organization cannot survive and be productive.Therefore, preparing this course for introducing concepts and developing skills and talents instudents is essential to their success in managing organizations of any type. For that reason, thisbook and instructor’s manual provide you with a myriad of support material such as cases,discussion topics, ethicalconcerns, global perspectives, video studies, and other components youcan use innovatively and creatively to build course content for your students to make skilldevelopment a fun, exciting, and challenging experience. All it takes is time for preparation.II. Who Is Your Audience?Depending on your institution’s curriculum requirements for business/management, you couldhave a combination of juniors and seniors in your classes, some traditional college student ageand some non-traditional students. Regardless of age or academic year/status, what is typical ofthe first-time student in an organizational behavior class is a feeling that many of the topics, suchas communication or leadership, are natural things that people do automatically. Students havelittle realization that they can improve effectiveness and efficiency of such topics byunderstanding them as they have been researched and variables of influence have been isolated.

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Introduction - Organizational BehaviorPagexivThis uninformed perspective provides an exciting platform for discovery and inspiration for youas the instructor to use to create a dynamic learning experience. By the end of the course, yourstudents should recognize how incredibly challenging it is for companies to successfully managethe people in their organizations and, more importantly, how they can be successful in their owncareers.III. New Features of the TextbookKey Changes to the Eighteenth EditionNOTE: In some instances, students may ask you if they can use a previous edition of the textsince they can find it online at reduced prices. This is not a good idea. Please note the changeslisted here and their extent. Students using previous editions of the text would be at seriousdisadvantages in ensuring consistent coverage of topics.•Theworld’s most successful organizational behavior text is better than ever.Manyof the following features of each chapter are new to the eighteenth edition:•NEW Employability Skills Matrix•NEW or UPDATED Opening Vignette•OB Poll•Career OBjectives•Myth or Science?•AnEthical Choice•Point/Counterpoint•Case Incident•Personal Inventory Assessments•NEW Application and Employability section.•NEW Try It mini simulations.•The following material is either entirely new or substantially revised and updated:•Case Incidents•Ethical Dilemmas•Experiential Exercises•NEW Applied Learning Opportunities throughout each chapter.•Real and relevant examples•Photos and captions•In addition, much new global OB research is woven throughout each chapter and is nowmore easily found with this identifying logo:•TheSummaryandImplications for Managerssections are now separate features, eachoffering more focus on practical ways to apply the chapter’s material on-the-job.•Up-to-date videos show management topics in action. Access the complete managementvideo library, www.pearson .com/mylab/management.Chapter-by-Chapter Changes

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Introduction - Organizational BehaviorPagexvChapter 1: What Is Organizational Behavior?•Revised Learning Objectives•New Opening Vignette (Road Warriors)•New research in The Importance of Interpersonal Skills and Big Data•New major section: Employability SkillsChapter 2: Diversity in Organizations•New Opening Vignette (“Foodtrepreneurs” Unite!)•New section on Expatriate Adjustment•Revised/updated sections: Demographic Characteristics, Tenure, Sexual Orientation andGender Identity, and Ability•New research in Stereotype Threat; Discrimination in the Workplace; Age, Sex, Race,and Ethnicity; Hidden Disabilities; Religion; Sexual Orientation and Gender Identity; andIntellectual Abilities•Updated OB Poll (Gender Pay Gap: Narrowing but Still There)•Updated An Ethical Choice (Affirmative Action for Unemployed Veterans)•New Ethical Dilemma (Voiding the “License to Discriminate”)•Entirely new Personal Inventory Assessment (Intercultural Sensitivity Scale)•New Case Incident 1 (Can Organizations Train Diversity?)•New Try It Mini Simulation (Human Resources)Chapter 3: Attitudes and Job Satisfaction•New Opening Vignette (The Benefaction of Baristas)•Revised/updated sections: Attitudes, Organizational Commitment, Perceived•Organizational Support, Employee Engagement, and Organizational CitizenshipBehavior (OCB)•New research in Job Satisfaction and Involvement, Employee Engagement, Personality,Customer Satisfaction, and Counterproductive Work Behavior (CWB)•New international research in Attitudes, Job Conditions, and Corporate SocialResponsibility (CSR)•Updated Exhibit 3-2 (Worst Jobs of 2016 for Job Satisfaction)•New Try It Mini Simulation (Attitudes and Job Satisfaction)•New Experiential Exercise (Job Attitudes Situational Interview)•New Case Incident 1 (Self-Service Kiosks: From People to Robots)Chapter 4: Emotions and Moods•New Opening Vignette (Objections Sustained)•Revised/updated sections: What Are Emotions and Moods?, The Basic Emotions, MoralEmotions, Do Emotions Make Us Ethical?, and Emotion Regulation Techniques•New research in The Function of Emotions, Do Emotions Make Us Ethical?, Stress, Age,Sex, Emotional Labor, Affective Events Theory, Emotional Intelligence, and EmotionRegulation Techniques•New international research in The Basic Emotions, Experiencing Moods and Emotions,Emotional Labor, Emotional Intelligence, and Emotion Regulation Techniques•Updated OB Poll (Emotional States)

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Introduction - Organizational BehaviorPagexvi•New Try It Mini Simulation (Emotions and Moods)•Updated Experiential Exercise (Mindfulness at Work)•New Case Incident 1 (Managers Have Feelings, Too!)•New Case Incident 2 (When the Going Gets Boring)Chapter 5: Personality and Values•Revised Learning Objectives•New Opening Vignette (Leading the “Quiet Revolution”)•New major section on Personality, Job Search, and Unemployment•Revised/updated section: The Big Five Personality Model•New research in Conscientiousness at Work, Emotional Stability at Work, Extraversionat Work, Openness at Work, Agreeableness at Work, and Proactive Personality•New Feature! Personal Inventory Assessment (Core Five Personality Dimensions)•Updated Myth or Science? (We Can Accurately Judge Individuals’ Personalities a FewSeconds after Meeting Them)•Revised Summary•Revised Questions for Review•New Ethical Dilemma (From Personality to Values to Political Ideology inHiring)•New Case Incident 2 (The Clash of the Traits)Chapter 6: Perception and Individual Decision Making•New Opening Vignette (“Unethical” Decisions in “Ethical” Organizations)•Revised section on Halo and Horns Effects•Revised/updated sections: Context, Attribution Theory, Selective Perception,Confirmation Bias, and Three Ethical Decision Criteria•New research in Context, Bounded Rationality, Intuition, Escalation of Commitment,Risk Aversion, Personality, Gender, and Three Ethical Decision Criteria•New international research in Contrast Effects•New Try It Mini Simulation (Perception and Individual Decision Making)•New Point/Counterpoint (Implicit Assessment)•New Experiential Exercise (Mafia)•New Case Incident 1 (Warning: Collaboration Overload)•New Case Incident 2 (Feeling Bored Again)Chapter 7: Motivation Concepts•Revised Learning Objectives•New Opening Vignette (When Goals Go out of Control)•New sections on Equity Theory/Organizational Justice and Others’ Reactions to Injustice•Revised/updated sections: Hierarchy of Needs Theory, Two-Factor Theory, McClelland’sTheory of Needs, Other Contemporary Theories of Motivation, and Expectancy Theory•New research in McClelland’s Theory of Needs, Self-Determination Theory, Goal-Setting Theory, Goal Commitment, Task Characteristics, Implementing Goal Setting,Equity Theory/Organizational Justice, and Job•Engagement

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Introduction - Organizational BehaviorPagexvii•New international research in McClelland’s Theory of Needs, Self-DeterminationTheory, and Equity Theory/Organizational Justice•Revised Summary•Revised Implications for Managers•Revised Questions for Review•New Ethical Dilemma (Follies of Reward)•New Case Incident 2 (Laziness Is Contagious)•New Try It Mini Simulation (Motivation)Chapter 8: Motivation: From Concepts to Applications•New Opening Vignette (Employees Trading Places)•New Section on Job Enrichment•Revised/updated sections: Relational Job Design, Flextime, Job Sharing, Telecommuting,and How to Pay: Rewarding Individual Employees through Variable-Pay Programs•New research in The Job Characteristics Model, Flextime, Telecommuting, ParticipativeManagement, Using Rewards to Motivate Employees, Howto Pay: Rewarding IndividualEmployees through Variable-Pay Programs, Bonus, and Employee Stock Ownership Plan•New international research in The Job Characteristics Model, Flextime, How to Pay:Rewarding Individual Employees through Variable-Pay Programs, and Flexible Benefits:Developing a Benefits Package•New Feature! Personal Inventory Assessment (Diagnosing Poor Performance andEnhancing Motivation)•Updated OB Poll (Who Works from Home?)•Updated An Ethical Choice (Sweatshops and Worker Safety)•New Try It Mini Simulation (Motivation: From Concepts to Applications)•New Experiential Exercise (Developing an Organizational Development andCompensation Plan for Automotive Sales Consultants)•New Ethical Dilemma (You Want Me to Do What?)•New Case Incident 1 (We Talk, But They Don’t Listen)Chapter 9: Foundations of Group Behavior•New Opening Vignette (A Tale of Two Cops)•New research in Social Identity, Group Development, Role Expectations, NegativeNorms and Group Outcomes, Status and Stigmatization, and Group Property 6: Diversity•New international research in Group Property 4: Size and Dynamics and Group Property6: Diversity•New Try It Mini Simulation (Group Behavior)•New Point/Counterpoint (Diverse Work Groups Are Smarter and More•Innovative)•New Ethical Dilemma (Is it Okay to Violate a Psychological Contract?)Chapter 10: Understanding Work Teams•New Opening Vignette (A Solution to Growing Pains)•Revised/updated section: Diversity of Members

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Introduction - Organizational BehaviorPagexviii•New research in Multiteam Systems, Adequate Resources, Leadership and Structure,Team Composition, Common Plan and Purpose, Team Identity, Team Cohesion, ConflictLevels, and Training: Creating Team Players•New international research in Conflict Levels•New Try It Multi-Chapter Mini Simulation (Innovation and Teams)•New Try It Mini Simulation (Virtual Teams)•New Try It Mini Simulation (Teams)•New Experiential Exercise (Should You Use Self-Managed Teams?)•New Ethical Dilemma (Is It Worth Hiring a Star Instead of a Team Player?)•New Case Incident 1 (Trusting Someone You Can’t See)Chapter 11: Communication•New Opening Vignette (The Oakhurst Comma)•Revised/updated section: Social Media Websites•New research in Upward Communication, The Grapevine, Meetings, E-Mail, InformationOverload, Language, and Silence•New international research in Cultural Barriers•New Try It Multi-Chapter Mini Simulation (Diversity)•New Try It Mini Simulation (Communication)•New Experiential Exercise (Conveying Tone through E-Mail)•New Case Incident 1 (Do Men and Women Speak the Same Language?)•New Case Incident 2 (Trying to Cut the Grapevine)Chapter 12: Leadership•New Opening Vignette (From “Wacky” Vision to Total Hotel Industry Disruption)•New section on Abusive Supervision•Revised/updated sections: Trait Theories, Behavioral Theories, Leader-MemberExchange (LMX) Theory, How Charismatic Leaders Influence Followers, HowTransformational Leadership Works, Evaluation of Transformational Leadership,Responsible Leadership, Authentic Leadership, and Ethical Leadership•New research in Trait Theories, Leader-Member Exchange (LMX) Theory, What IsCharismatic Leadership?, Are Charismatic Leaders Born or Made?, How CharismaticLeaders Influence Followers, Does Effective Charismatic Leadership Depend on theSituation?, Transactional and Transformational Leadership, How TransformationalLeadership Works, Evaluation of Transformational Leadership, Transformational versusTransactional Leadership, Authentic Leadership, Ethical Leadership, Servant Leadership,The Role of Time, and Training Leaders•New international research in Leader-Member Exchange (LMX) Theory, AreCharismatic Leaders Born or Made?, How Transformational Leadership Works,Evaluation of Transformational Leadership, Authentic Leadership, Ethical Leadership,and Servant Leadership•New Try It Multi-Chapter Mini Simulation (Leadership and Teams)•New Try It Mini Simulation (Leadership)•Revised Implications for Managers•New Experiential Exercise (What’s in a Leader?)•New Ethical Dilemma (Should I Stay or Should I Go?)

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Introduction - Organizational BehaviorPagexix•New Case Incident 1 (Sharing Is Performing)Chapter 13: Power and Politics•New Opening Vignette (A Tale of Presidential Corruption)•New research in Coercive Power, Social Network Analysis: A Tool for AssessingResources, Applying Power Tactics, and Interviews and IM•New international research in Performance Evaluations and IM•New Try It Mini Simulation (Power and Politics)•New Ethical Dilemma (Sexual Harassment and Office Romances)•New Case Incident 1 (Should Women Have More Power?)•New Case Incident 2 (Where Flattery Will Get You)Chapter 14: Conflict and Negotiation•New Opening Vignette (Bargaining Chips)•Revised/updated section: Stage III: Intentions and Managing Functional Conflict•New research in Types of Conflict, Stage IV: Behavior, Integrative Bargaining,Personality Traits in Negotiations, Moods and Emotions in Negotiations, and GenderDifferences in Negotiations•New international research in Loci of Conflict and Culture in Negotiations•New Exhibit 14-7 (Integration of Two Bargaining Strategies within One NegotiationEpisode)•New Point/Counterpoint (Nonunion Positions and the “Gig Economy” Are Bad forWorkers)•New Ethical Dilemma (The Case of the Overly Assertive Employee)Chapter 15: Foundations of Organization Structure•Revised Learning Objectives•New Opening Vignette (Flattened Too Thinly?)•Revised/updated sections: Departmentalization, The Simple Structure, The VirtualStructure, and The Leaner Organization: Downsizing•New research in Work Specialization, Centralization, Boundary Spanning, TheBureaucracy, The Divisional Structure, The Virtual Structure, The Leaner Organization:Downsizing, Technology, and Organizational Designs and Employee Behavior•New international research in Boundary Spanning•New Point/Counterpoint (Open-Air Offices Inspire Creativity and Enhance Productivity)Revised Questions for Review•New Case Incident 2 (Turbulence on United Airlines)•New Try It Mini Simulation (Organizational Structure)Chapter 16: Organizational Culture•New Opening Vignette (The Chevron Way)•Updated/revised sections: A Definition of Organizational Culture, Culture CreatesClimate, Barriers to Acquisitions and Mergers, and Top Management•New research in A Definition of Organizational Culture, Do Organizations Have UniformCultures?, Strong versus Weak Cultures, The Functions of Culture, Culture Creates

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Introduction - Organizational BehaviorPagexxClimate, The Ethical Dimension of Culture, Culture As an Asset, Barriers to Diversity,Toxicity and Dysfunctions, Symbols, and Developing an Ethical Culture•New international research in Culture Creates Climate, Culture and Innovation, andBarriers to Acquisitions and Mergers•Updated Myth or Science? (An Organization’s Culture Is Forever)•Updated An Ethical Choice (A Culture of Compassion)•New Point/Counterpoint (Organizational Culture Can Be “Measured”)•New Experiential Exercise (Culture Architects)•Updated Case Incident 1 (The Place Makes the People)•New Try It Mini Simulation (Organizational Culture)Chapter 17: Human Resource Policies and Practices•New Opening Vignette (An Unusual Perk)•Updated/revised sections: Types of Training, Improving Performance Evaluations, andThe Leadership Role of HR•New research in Recruitment Practices, Selection Practices, Application Forms,Background Checks, Assessment Centers, Interviews, Interpersonal Skills, EvaluatingEffectiveness, and The Leadership Role of HR•New international research in Who Should Do the Evaluating?•Updated An Ethical Choice (HIV/AIDS and the Multinational Organization)•New Experiential Exercise (Designing a Virtual Assessment Center Exercise)•New Ethical Dilemma (Can I Recruit from My Social Network?)Chapter 18: Organizational Change and Stress Management•New Opening Vignette (The Bigs: Navigating the Job Market and Building a Career)•Revised/updated sections: Change, Forces for Change, Process Consultation, Stimulatinga Culture of Innovation, Stressors, and Physiological Symptoms•New research in Implementing Changes Fairly; Selecting People Who Accept Change; Sources ofInnovation; Context and Innovation; Stressors; Personal Factors; Perception; PhysiologicalSymptoms; Managing Stress; Individual Approaches; Selection and Placement, and Training;GoalSetting; Redesigning Jobs; Employee Sabbaticals; and Wellness Programs•New international research in Implementing Changes Fairly, Demands and Resources,Cultural Differences, Physiological Symptoms, and Psychological Symptoms•New Try It Multi-Chapter Mini Simulation (Change)•New Experiential Exercise (Learning from Work)•New Case Incident 2 (Lonely Employees)Learning ResourcesApart from everything mentioned above, the textbook provides you and your students with thefollowing additional learning resources:•Chapter Preview.As part of a new, more active, and integrative chapter-opening design,a brief section at the beginning of each chapter previews chapter concepts, links themwith previous chapter concepts, and introduces the chapter-opening story.•Chapter-opening topic stories.Each chapter begins with an engaging story that

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Introduction - Organizational BehaviorPagexxiintroduces the chapter material and sparks student interest.•Objectives.The chapter opening provides a helpful outline of the chapter’s learningobjectives.•Author comments and figure annotations.Throughout the chapter, author comments easeand enhance student learning by introducing and explaining major chapter sections andorganizing figures.•Real OB highlights.Each chapter contains highlighted features that provide in-depthlooks at real OB practices and issues.•Summation of Managerial Implications.A summary at the end of each chapter reviewsmajor chapter concepts.•Discussing and Applying the Concepts.Each chapter contains a set of discussionquestions and application exercises covering major chapter concepts.•Focus on Ethics.Situation descriptions and questions highlight important issues in OBethics at the end of each chapter.•Case Incidents.All new or revised company cases for class discussion or writtenassignments are provided at the end of each chapter. These cases challenge students toapply OB principles to real companies in real situations.•Video Cases. Videos of OB cases and situations are available. A separate video guideprovides discussion topics and questions related to the videos. All segments are inwww.pearson .com/mylab/management.Each of these Learning Resources is referenced to its contribution to the textbook’s LearningObjectives, listed at the beginning of each IM chapter.MyLab ManagementMyLab is the teaching and learning platform that empowers you to reach every student. Bycombining trusted author content with digital tools and a flexible platform, MyLab personalizesthe learning experience and improves results for each student. Learn more about MyLabManagement at www.pearson .com/mylab/management.Learning Outcomes for Robbins and Judge 18thed.The Learning Outcomes for the text are the basis for ensuring that the textbook contributes todesired learning outcomes for organizational behavioral courses and meets expectations foraccreditation or other program or course evaluation. All discussion questions, exercises, andactivities are referenced in their relationships with these outcomes.1.Define organizational behavior and identify the variables associated with its study.2.Explain the relationship between personality traits and individual behavior.3.Describe the factors that influence the formation of individual attitudes and values.4.Discuss the importance of individual moods and emotions in the workplace.5.Apply the study of perception and attribution to the workplace.6.Summarize the major theories of learning and the techniques of behavior modification.7.Discuss the factors influencing individual decision making in organizations.

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Introduction - Organizational BehaviorPagexxii8.Describe the major theories of motivation and relate them to organizational performance.9.Describe best practices for utilizing groups and work teams in organizations.10.Define diversity and describe the effects of diversity in the workforce.11.Discuss the influence of culture on organizational behavior.12.Describe the factors influencing effective communication in organizations.13.Summarize the major theories of and approaches to leadership.14.Explain the effects of power and political behavior on organizations.15.Describe the nature of conflict and the negotiation process.16.Explain how to manage resistance to change.17.Discuss the factors that influence decisions about organizational structure.18.Describe best practices for creating and sustaining organizational cultures.19.Describe the components of human resource practices.20.Discuss the effects of stress in the workplace and methods of stress management.AACSB CompetenciesThese are recognized competencies suggested for program effectiveness by the AACSB. Eachdiscussion question, exercise, and activity in Robbins and Judge, 17th edition, is referenced to itsrelationship with an AACSB Competency. This information can be used for documentation foraccreditation processes to indicate appropriate coverage of the competencies in course contentand application.1.Written and oral communication.2.Ethical understanding and reasoning.3.Analytical thinking.4.Information technology.5.Interpersonal relations and teamwork.6.Diverse and multicultural work environments.7.Reflective thinking.8.Application of knowledge.Instructor’s Resource Center (IRC)At Pearson’s Higher Ed catalog, https://www.pearsonhighered.com/sign-in .html, instructorscan easily register to gain access to a variety of instructor resources available with this text indownloadable format. If assistance is needed, our dedicated technical support team is ready tohelp with the media supplements that accompany this text. Visit https://support.pearson.com/getsupport for answers to frequently asked questions and toll-free user support phonenumbers. As a registered faculty member, you can download resource files and receive accessand instructions for installing course management content on your campus server.If you need assistance, Pearson’s dedicated technical support team is ready to help with themedia supplements that accompany this text. Visit http://247pearsoned.custhelp.com/ foranswers to frequently asked questions and toll-free user support phone numbers.The following supplements are available to adopting instructors:•Instructor’s Manual•Test Bank

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Introduction - Organizational BehaviorPagexxiii•TestGen®Computerized Test Bank•PowerPoint™ PresentationThis title is available as an eBook and can be purchased at most eBook retailers.

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Robbins/Judge,Organizational Behavior18e, with MyLab ManagementSample SyllabusAll Assignments should be completed before class.Suggested Distribution:Exams50%Quizzes20%Writing Space (Essays) 20%Simulations5%Participation5%Discussion Questions could be added for online classes.WeekReading AssignmentMyLab Assignment1Chapter 1: What Is Organizational Behavior?Chapter 2: Diversity in OrganizationsCritical Thinking Quiz Chapters 1Critical Thinking Quiz Chapter 22Chapter 3: Attitudes and Job SatisfactionCritical Thinking Quiz3Chapter 4: Emotions and MoodsCritical Thinking Quiz4Chapter 5: Personality and ValuesCritical Thinking Quiz5Chapter 6: Perception and Individual DecisionMakingCritical Thinking Quiz6Chapter 7: Motivation ConceptsChapter 8: Motivation: From Concepts toApplicationsCritical Thinking Quiz7Chapter 9: Foundations of Group BehaviorCritical Thinking Quiz8Mid-Term Exam9Chapter 10: Understanding Work TeamsCritical Thinking Quiz10Chapter 11: CommunicationChapter 12: LeadershipCritical Thinking Quiz11Chapter 13: Power and PoliticsChapter 14: Conflict and NegotiationCritical Thinking Quiz12Chapter 15: Foundations of OrganizationStructureCritical Thinking Quiz13Chapter 16: Organizational CultureCritical Thinking Quiz

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14Chapter 17: Human Resource Policies andPracticesCritical Thinking Quiz15Chapter 18: Organizational Change andStress ManagementCritical Thinking Quiz16Final Exam

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Table of Contents - Organizational BehaviorPageiOrganizational Behavior, 18thEditionRobbins and JudgeTable of Contents–Instructor’s Manual andInstructor Resource GuideChapterTitleBook PageIM PagePrefaceIntroduction....................................................................... N/A .......................... xiiiChapter 1What Is Organizational Behavior? .....................................2.................................1Learning Objectives ..................................................................................................1Instructor Resources ..................................................................................................1Text Exercises.......................................................................................................1Text Cases.............................................................................................................1Instructor’s Choice (description)...............................................................................2Web Exercises (description)......................................................................................2Summary and Implications for Managers .................................................................2Opening Vignette: Road Warriors.............................................................................2Brief Chapter Outline ................................................................................................3Expanded Chapter Outline ........................................................................................9Myth or Science?: “Management by Walking Around is the mosteffective management” .............................................................12................................22MyLab MangementWatch It!: Herman Miller: Organizational behaviorPersonal Inventory Assessments: Multicultural AwarenessScale .....................................................................................20..............................23An Ethical Choice: Vacation deficit disorder........................25............................. 23Career OBjectives: What do I say about my termination? ...29............................. 26Point/Counterpoint: The battle of the texts ..........................33............................. 27Questions for Review ...........................................................34............................. 29Experiential Exercise: Managing the OB way …... ..............34..............................31Ethical Dilemma: There’s a drone in your soup ...................35............................. 33Case Incident 1: Apple goes global ......................................35............................. 35Case Incident 2: Big data for dummies ................................36............................. 37MyLab Management ............................................................37..............................39INSTRUCTOR’SCHOICE.............................................................……………………39Exploring OB Topics on the Web ...........................................................................40Chapter 2Diversity in Organizations..................................................40..............................42Learning Objectives ................................................................................................42

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