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Organizational Behavior, Pearson International Edition (13th Edition) by Robbins and Judge Ch 1 - Introduction to Organizational Behavior Importance of interpersonal

skills Managers job Enter organizational behaviour Complementing intuition with systematic study Disciplines that contribute to the OB field Challenges and opportunities Developing an OB model Global implications CH 2- Foundations of Individual Behavior Ability Biographical characteristics Learning CH3 Attitudes and Job Satisfaction Attitudes Jobs satisfaction Ch4 Personality and Values Personality Values Linking an individuals personality and values to the workplace Ch5 Perception and Individual Decision Making Concept of perception Factors that influence perception Person perception : making judgements about others The link between perception and individual decision making Decision making in organizations Influences on decision making : Individual differences and organizational constraints Ethics in decision making Ch6 Motivation Concepts Defining motivation Early theories of motivation Contemporary theories of motivation Integrating contemporary theories of motivation Ch 7- Motivation Applications Motivating by job design Job characteristics model Employee involvement Using rewards to motivate employees Ch8 Emotions and Moods Defining emotions Defining moods Affective Events Theory Emotional intelligence

OB applications of emotions and moods Global issues Ch9 understanding work teams Importance of teamwork Differences between groups and teams Types of teams Turning individuals into team players When to use teams Ch 10 Communication Functions of communication The communication process Direction of communication Interpersonal communication Organizational communication Choice of communication channel Barriers to effective communication Ch 11 Basic Approaches to Leadership Defining leadership Trait Theories Behavioral Theories Contingency Theories Leader-Member Exchange Theory Decision Theory Ch12 Contemporary Issues in Leadership Inspirational approaches to leadership Authentic leadership Contemporary leadership roles Challenges to the leadership construct Finding and creating effective leaders Ch13 Conflict and Negotiation Definition of conflict Transitions in conflict thought The conflict process Negotiation Ch 14 Foundations of Organization Structure Defining organizational structure Common organizational designs New design options Why do structure differs Organizational designs and employee behaviour

Ch 15 Organizational Culture Institutionalization Defininf organizational culture What do cultures do

Creating and sustaining culture How employees learn culture Creating an ethical organizational culture Creating a positive organizational culture Spirituality and organizational culture