Understanding and Managing Organizational Behavior, 6th edition

For one-semester, undergraduate/graduate level courses in Organizational Behavior.
Vivid examples, thought-provoking activities—get students engaged in OB.
George/Jones uses real-world examples, thought- and discussion-provoking learning activities to help students become more engaged in what they are learning. This text also provides the most contemporary and up-to-date account of the changing issues involved in managing people in organizations.
The sixth edition features new cases, material addressing the economic crisis, and expanded coverage of ethics and workplace diversity.

MyManagementLab New Design is now available for this title!  MyManagementLab New Design offers: 

• One Place for All of Your Courses. Improved registration experience and a single point of access for instructors and students who are teaching and learning multiple MyLab/Mastering courses.
• A Simplified User Interface.  The new user interface offers quick and easy access to Assignments, Study Plan, eText & Results, as well as additional option for course customization.
• New Communication Tools. The following new communication tools can be used to foster collaboration, class participation, and group work.
• Email: Instructors can send emails to their entire class, to individual students or to instructors who has access to their course.
• Discussion Board: The discussion board provides students with a space to respond and react to the discussions you create. These posts can also be separated out into specific topics where students can share their opinions/answers and respond to their fellow classmates’ posts.
• Chat/ ClassLive: ClassLive is an interactive chat tool that allows instructors and students to communicate in real time. ClassLive can be used with a group of students or one-on-one to share images or PowerPoint presentations, draw or write objects on a whiteboard, or send and received graphed or plotted equations. ClassLive also has additional classroom management tools, including polling and hand-raising.
• Enhanced eText. Available within the online course materials and offline via an iPad app, the enhanced eText allows instructors and students to highlight, bookmark, take notes, and share with one another.

See the hands in the air, hear the roar of discussion–be a rock star in the classroom. mymanagementlab makes it easier for you to rock the classroom by helping you hold students accountable for class preparation, and getting students engaged in the material through an array of relevant teaching and media resources. Visit mymanagementlab.com for more information.

For one-semester, undergraduate/graduate level courses in Organizational Behavior.
Vivid examples, thought-provoking activities–get students engaged in OB.
George/Jones uses real-world examples, thought- and discussion-provoking learning activities to help students become more engaged in what they are learning. This text also provides the most contemporary and up-to-date account of the changing issues involved in managing people in organizations.
The sixth edition features new cases, material addressing the economic crisis, and expanded coverage of ethics and workplace diversity.

MyManagementLab New Design is now available for this title!  MyManagementLab New Design offers: 

• One Place for All of Your Courses. Improved registration experience and a single point of access for instructors and students who are teaching and learning multiple MyLab/Mastering courses.
• A Simplified User Interface.  The new user interface offers quick and easy access to Assignments, Study Plan, eText & Results, as well as additional option for course customization.
• New Communication Tools. The following new communication tools can be used to foster collaboration, class participation, and group work.
• Email: Instructors can send emails to their entire class, to individual students or to instructors who has access to their course.
• Discussion Board: The discussion board provides students with a space to respond and react to the discussions you create. These posts can also be separated out into specific topics where students can share their opinions/answers and respond to their fellow classmates’ posts.
• Chat/ ClassLive: ClassLive is an interactive chat tool that allows instructors and students to communicate in real time. ClassLive can be used with a group of students or one-on-one to share images or PowerPoint presentations, draw or write objects on a whiteboard, or send and received graphed or plotted equations. ClassLive also has additional classroom management tools, including polling and hand-raising.
• Enhanced eText. Available within the online course materials and offline via an iPad app, the enhanced eText allows instructors and students to highlight, bookmark, take notes, and share with one another.

See the hands in the air, hear the roar of discussion–be a rock star in the classroom. mymanagementlab makes it easier for you to rock the classroom by helping you hold students accountable for class preparation, and getting students engaged in the material through an array of relevant teaching and media resources. Visit mymanagementlab.com for more information.

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Engaging Students and Holding Them Accountable for Their Class Performance.mymanagementlab helps you hold students accountable for class preparation and supports more active learning styles by providing students with the tools necessary to assess their knowledge and identify areas for improvement. Consisting of the pretest, remediation material based on the pretest results, and the posttest, the Study Plan helps professors ensure that their students have a basic understanding of course material before coming to class.
Bringing Excitement and Interest to the Center Stage.
Inspire the exchange of new ideas and foster intriguing discussions with the abundant resources found in mymanagementlab.

Get Students Involved: Mini-simulations. Unique mini-simulations use adaptive technology to allow students to make management decisions and see the impact of their decisions. Mini-simulations help students practice concepts such as:

• Leadership
• Motivation
• Decision Making
• Working in Teams
• Inspiring Creativity
• Handling Change

Course Currency at Your Fingertips: BizTube Videos. The BizTube videos found in mymanagementlab will feature breaking business news and scenarios pertinent to the topics covered in your course. Discussion Questions (along with answers) accompany these videos so that you can use this asset in your classroom immediately. Videos are updated monthly.

Making it Easier for You to Rock the Room.
mymanagementlab puts an array of teaching resources at your fingertips, making it easy for you to be a Rock Star in the classroom!

Show the Real-world Applications: Company Videos and Video Case Studies. Give your students access to videos and video cases that feature both large corporations and small businesses. These videos are also supported with teaching notes, slides, and discussion and quiz questions. Examples of featured companies include:
Corporations:

• Zappos  
• Ford Motor Company
• Abercrombie and Fitch

Small/Local Businesses:

• Boston Boxing
• Zifty (on-line deliveries)
• Triple Rock Brewery

(See the Resources tab for more information on mymanagementlab, or visit www.mymanagementlab.com)

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Incorporate the most current information into your course:

• NEW Cases. This edition features several new chapter-opening and chapter-closing cases that deal with important contemporary issues. Examples of these cases’ topics include:
  • How the innovative online retailer Zappos motivates its employees to provide exceptional service to customers.
  • A close look at the devastating effects that job loss has had for employees and their families around the United States.
  • How Cisco Systems relies on teams to innovate around the globe.
  • How Google motivates employees.
  • And more!
    
• NEW Material addressing the economic crisis. The current economic crisis is affecting every facet of business. To address the type of working environment students may face when they enter today’s business world, this edition effectively explains:
  • How tough economic times can spur employees to take proactive steps to modify the design of their jobs via job crafting–which also leads managers to change the design of jobs.
  • What managers can do to motivate and reward employees when resources are scarce, especially when their employees are also required to perform additional tasks or work harder to maintain organizational performance.
  • Job loss and its consequences, including increased stress that results from economic concerns.
    
• Expanded coverage of ethics. This edition features an expanded coverage of ethics and the steps organizations can take to improve the way managers and employees make ethical choices, especially in uncertain situations.
  • NEW! Several new boxes on the way employees respond to ethical problems and how organizations are emphasizing the importance of enforcing codes of ethics can be found throughout this edition.
    
• Extended coverage on workforce diversity issues. This text includes extended information on diversity issues such as:
  • The issues that arise from increasing workforce diversity at a time when millions of baby boomers are retiring and fewer middle managers exist because of downsizings and layoffs.
  • How organizations such as Northrop Grumman and GE are creating heterogeneous groups composed of younger and older, more experienced employees, to help transfer job-specific knowledge and experience to younger, inexperienced employees.
    
• Expanded discussion of the role of personality, emotion, and mood in organizations and of recent research on emotional intelligence. For example, new coverage on how people reported to be somewhat introverted have been successful in their careers, including Bill Gates, Warren Buffett, Charles Schwab, and Andrea Jung.

Provide context:

• New York Times Cases. These articles from the New York Times illustrate chapter content, show chapter content in a different and very relevant light, and illuminate some of the challenges and opportunities for OB related to the material. These cases are excellent active-learning exercises for individual reflection and critical thinking, and can also be used to spark meaningful class discussion.
  
• In-Text Features. This text reflects all the current and pressing concerns facing organizations, managers, and employees today. In four different types of in-text boxes (OB Today, Ethics in Action, Focus on Diversity and Global View), George/Jones provide up-to-date, real-world examples that bring the content of each chapter to life and engage students to actively think about what they’re learning. They are different from similar features in most other textbooks in that they are directly integrated into the text material to highlight and illustrate significant points.
  • OB Today: showcases real-world companies and relates their practices to those illustrated by concepts discussed in the text.
  • Ethics in Action: discusses current events issues that encourage the student to think about and discuss organizational ethics and morality.
  • Focus on Diversity: highlights real-life issues that deal with diversity in the workplace and accepting difference.
  • Global View: showcases business practices around the globe and the benefit of employing a diverse workforce.

Get students engaged in the material:

• Small Group Breakout Exercise. This in-class exercise–located at the end of each chapter–can be completed in small groups of 2-5 students. The exercise challenges students to examine, reflect, and share their own experiences vis-à-vis a specific, key question related to the chapter content. They then analyze their collective experiences and come away with conclusions/lessons-learned that they share with the class as a whole.
  
• Experiential Exercises. This is an in-depth team-based exercise at the end of each chapter that presents students with a real-life problem in organizational behavior that they address based on the chapter content. It challenges students to apply what they’ve learned to a specific kind of challenge in organizational behavior. By doing this first in a team, and then hearing other teams’ solutions, students are enlightened about multiple issues and perspectives.
  
• You’re the Management Expert. Each chapter includes an in-text exercise, “You’re the Management Expert,” which calls upon students to use what they’ve learned in the chapter thus far and develop and practice their skills. This exercise presents students with a realistic problem an employee in an organization encounters; students apply what they have learned by developing a solution to the problem.
  
• Exercises in Understanding and Managing Organizational Behavior. This unit found at the end of each chapter includes a wider range of activities to help students solidify their knowledge and build and practice their skills. George/Jones have carefully developed these exercises to provide instructors with both flexibility and variety for use in large and small classes, as in-class exercises and out-of-class assignments, and to be done individually and in groups. An overriding goal of these exercises is to help students appreciate that there are often no absolute answers to organizational behavior issues and that they must use what they have learned to understand and analyze particular situations, develop and compare alternative courses of action, and generate options for solutions.
  
• OB: Increasing Self-Awareness. This exercise located at the end of every chapter challenges students to analyze experiences from their own lives and the lives of those they interact with based on the chapter content. It shows students how very applicable the chapter content is to everyday life in and around organizations and how it can help them interpret and understand what they encounter.
  
• A Question of Ethics. This exercise at the end of each chapter presents students with a fundamental ethical challenge or dilemma that directly relates to the chapter content. It pushes them to think about ethical implications of different OB topics that ordinarily might not have occurred to them. It also encourages them to develop their own perspective and develop ethical reasoning skills. This exercise also works well for an in-class discussion once students have worked through it individually.
  
• Topic for Debate. This exercise after each chapter forces students to actively think about what they have learned and approach it from an informed and critical perspective. Student teams are assigned one side of a fundamental debate in the substantive area of the chapter to develop and present arguments to support it. This exercise makes students think about chapter content at a deeper level. Debates, rebuttals, and questions from the audience fire up students’ involvement and spark a high level of class participation.
  
• Questions for Discussion and Review. In this section, George/Jones provide a set of specific questions to stimulate class discussion and help students review chapter material.

Incorporate the most current information into your course:

• NEW Cases. This edition features several new chapter-opening and chapter-closing cases that deal with important contemporary issues. Examples of these cases’ topics include:
• How the innovative online retailer Zappos motivates its employees to provide exceptional service to customers.
• A close look at the devastating effects that job loss has had for employees and their families around the United States.
• How Cisco Systems relies on teams to innovate around the globe.
• How Google motivates employees.
• And more!
  
• NEW Material addressing the economic crisis. The current economic crisis is affecting every facet of business. To address the type of working environment students may face when they enter today’s business world, this edition effectively explains:
• How tough economic times can spur employees to take proactive steps to modify the design of their jobs via job crafting–which also leads managers to change the design of jobs.
• What managers can do to motivate and reward employees when resources are scarce, especially when their employees are also required to perform additional tasks or work harder to maintain organizational performance.
• Job loss and its consequences, including increased stress that results from economic concerns.
  
• Expanded coverage of ethics. This edition features an expanded coverage of ethics and the steps organizations can take to improve the way managers and employees make ethical choices, especially in uncertain situations.
• NEW! Several new boxes on the way employees respond to ethical problems and how organizations are emphasizing the importance of enforcing codes of ethics can be found throughout this edition.
  
• Extended coverage on workforce diversity issues. This text includes extended information on diversity issues such as:
• The issues that arise from increasing workforce diversity at a time when millions of baby boomers are retiring and fewer middle managers exist because of downsizings and layoffs.
• How organizations such as Northrop Grumman and GE are creating heterogeneous groups composed of younger and older, more experienced employees, to help transfer job-specific knowledge and experience to younger, inexperienced employees.
  
• Expanded discussion of the role of personality, emotion, and mood in organizations and of recent research on emotional intelligence. For example, new coverage on how people reported to be somewhat introverted have been successful in their careers, including Bill Gates, Warren Buffett, Charles Schwab, and Andrea Jung.