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Solution Manual for Organizational Behavior, 18th Edition

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    Organizational Behavior 18th Edition Stephen P. Robbins Timothy A. Judge Resource Manual Veronica Horton

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    Introduction - Organizational Behavior Page xiii Introduction Welcome to the Instructor’s Manual for the eighteenth edition of Organizational Behavior! Long considered the standard for all organizational behavior textbooks, this edition continues its tradition of making current, relevant research come alive for students. While maintaining its hallmark features—clear writing style, cutting-edge content, and engaging pedagogy—the seventeenth edition has been updated to reflect the most recent research within the field of organizational behavior. In this comprehensive and thorough revision of Organizational Behavior we’ve preserved the core material, and we’re confident that this edition reflects the most important research and topical issues facing organizations, managers, and employees. The world’s most successful organizational behavior text is better than ever! I. How to Prepare for the Course The concept of organizational behavior is an interesting one. It brings together ideas and practices developed in a diverse group of disciplines to better understand the behaviors of people in the organizational context. Organizations usually have goals to produce whatever their desired output in the most effective and efficient manner. Optimizing these factors creates an organization with the highest level of productivity and success. The human factor in this productivity equation has been of interest to management studies since the early days of Frederick Taylor, Frank and Lillian Gilbreth, Henry Gantt, and others and their applications and derivatives of Scientific Management. Henri Fayol included concepts of directing and controlling in his functions of management, which have been the basis for management 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 in students is essential to their success in managing organizations of any type. For that reason, this book and instructor’s manual provide you with a myriad of support material such as cases, discussion topics, ethical concerns, global perspectives, video studies, and other components you can use innovatively and creatively to build course content for your students to make skill development 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 could have a combination of juniors and seniors in your classes, some traditional college student age and some non-traditional students. Regardless of age or academic year/status, what is typical of the first-time student in an organizational behavior class is a feeling that many of the topics, such as communication or leadership, are natural things that people do automatically. Students have little realization that they can improve effectiveness and efficiency of such topics by understanding them as they have been researched and variables of influence have been isolated.

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    Introduction - Organizational Behavior Page xiv This uninformed perspective provides an exciting platform for discovery and inspiration for you as the instructor to use to create a dynamic learning experience. By the end of the course, your students should recognize how incredibly challenging it is for companies to successfully manage the people in their organizations and, more importantly, how they can be successful in their own careers. III. New Features of the Textbook Key Changes to the Eighteenth Edition NOTE : In some instances, students may ask you if they can use a previous edition of the text since they can find it online at reduced prices. This is not a good idea. Please note the changes listed here and their extent. Students using previous editions of the text would be at serious disadvantages in ensuring consistent coverage of topics. • The world’s most successful organizational behavior text is better than ever. Many of 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? • An Ethical 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 now more easily found with this identifying logo: • The Summary and Implications for Managers sections are now separate features, each offering 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 management video library, www.pearson .com/mylab/management. Chapter-by-Chapter Changes

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    Introduction - Organizational Behavior Page xv Chapter 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 Skills Chapter 2: Diversity in Organizations • New Opening Vignette (“Foodtrepreneurs” Unite!) • New section on Expatriate Adjustment • Revised/updated sections: Demographic Characteristics, Tenure, Sexual Orientation and Gender 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; and Intellectual 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 Citizenship Behavior (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 Social Responsibility (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, Moral Emotions, 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 Emotion Regulation 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 Behavior Page xvi • 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, Extraversion at 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 Few Seconds after Meeting Them) • Revised Summary • Revised Questions for Review • New Ethical Dilemma (From Personality to Values to Political Ideology in Hiring) • 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’s Theory 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 Behavior Page xvii • New international research in McClelland’s Theory of Needs, Self-Determination Theory, 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, Participative Management, Using Rewards to Motivate Employees, How to Pay: Rewarding Individual Employees 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 and Enhancing 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 and Compensation 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, Negative Norms and Group Outcomes, Status and Stigmatization, and Group Property 6: Diversity • New international research in Group Property 4: Size and Dynamics and Group Property 6: 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 Behavior Page xviii • New research in Multiteam Systems, Adequate Resources, Leadership and Structure, Team Composition, Common Plan and Purpose, Team Identity, Team Cohesion, Conflict Levels, 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, Information Overload, 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-Member Exchange (LMX) Theory, How Charismatic Leaders Influence Followers, How Transformational Leadership Works, Evaluation of Transformational Leadership, Responsible Leadership, Authentic Leadership, and Ethical Leadership • New research in Trait Theories, Leader-Member Exchange (LMX) Theory, What Is Charismatic Leadership?, Are Charismatic Leaders Born or Made?, How Charismatic Leaders Influence Followers, Does Effective Charismatic Leadership Depend on the Situation?, Transactional and Transformational Leadership, How Transformational Leadership Works, Evaluation of Transformational Leadership, Transformational versus Transactional Leadership, Authentic Leadership, Ethical Leadership, Servant Leadership, The Role of Time, and Training Leaders • New international research in Leader-Member Exchange (LMX) Theory, Are Charismatic 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 Behavior Page xix • 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 Assessing Resources, 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 Gender Differences in Negotiations • New international research in Loci of Conflict and Culture in Negotiations • New Exhibit 14-7 (Integration of Two Bargaining Strategies within One Negotiation Episode) • New Point/Counterpoint (Nonunion Positions and the “Gig Economy” Are Bad for Workers) • 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 Virtual Structure, and The Leaner Organization: Downsizing • New research in Work Specialization, Centralization, Boundary Spanning, The Bureaucracy, 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 Creates Climate, Barriers to Acquisitions and Mergers, and Top Management • New research in A Definition of Organizational Culture, Do Organizations Have Uniform Cultures?, Strong versus Weak Cultures, The Functions of Culture, Culture Creates

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    Introduction - Organizational Behavior Page xx Climate, 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, and Barriers 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, and The Leadership Role of HR • New research in Recruitment Practices, Selection Practices, Application Forms, Background Checks, Assessment Centers, Interviews, Interpersonal Skills, Evaluating Effectiveness, 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, Stimulating a Culture of Innovation, Stressors, and Physiological Symptoms • New research in Implementing Changes Fairly; Selecting People Who Accept Change; Sources of Innovation; Context and Innovation; Stressors; Personal Factors; Perception; Physiological Symptoms; Managing Stress; Individual Approaches; Selection and Placement, and Training; Goal Setting; 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 Resources Apart from everything mentioned above, the textbook provides you and your students with the following 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 them with 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 Behavior Page xxi introduces the chapter material and sparks student interest. • Objectives. The chapter opening provides a helpful outline of the chapter’s learning objectives. • Author comments and figure annotations. Throughout the chapter, author comments ease and enhance student learning by introducing and explaining major chapter sections and organizing figures. • Real OB highlights. Each chapter contains highlighted features that provide in-depth looks at real OB practices and issues. • Summation of Managerial Implications. A summary at the end of each chapter reviews major chapter concepts. • Discussing and Applying the Concepts. Each chapter contains a set of discussion questions and application exercises covering major chapter concepts. • Focus on Ethics. Situation descriptions and questions highlight important issues in OB ethics at the end of each chapter. • Case Incidents. All new or revised company cases for class discussion or written assignments are provided at the end of each chapter. These cases challenge students to apply OB principles to real companies in real situations. • Video Cases . Videos of OB cases and situations are available. A separate video guide provides discussion topics and questions related to the videos. All segments are in www.pearson .com/mylab/management. Each of these Learning Resources is referenced to its contribution to the textbook’s Learning Objectives, listed at the beginning of each IM chapter. MyLab Management MyLab is the teaching and learning platform that empowers you to reach every student. By combining trusted author content with digital tools and a flexible platform, MyLab personalizes the learning experience and improves results for each student. Learn more about MyLab Management at www.pearson .com/mylab/management. Learning Outcomes for Robbins and Judge 18 th ed. The Learning Outcomes for the text are the basis for ensuring that the textbook contributes to desired learning outcomes for organizational behavioral courses and meets expectations for accreditation or other program or course evaluation. All discussion questions, exercises, and activities 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 Behavior Page xxii 8. 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 Competencies These are recognized competencies suggested for program effectiveness by the AACSB. Each discussion question, exercise, and activity in Robbins and Judge, 17th edition, is referenced to its relationship with an AACSB Competency. This information can be used for documentation for accreditation processes to indicate appropriate coverage of the competencies in course content and 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, instructors can easily register to gain access to a variety of instructor resources available with this text in downloadable format. If assistance is needed, our dedicated technical support team is ready to help 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 phone numbers. As a registered faculty member, you can download resource files and receive access and 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 the media supplements that accompany this text. Visit http://247pearsoned.custhelp.com/ for answers 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 Behavior Page xxiii • TestGen ® Computerized Test Bank • PowerPoint™ Presentation This title is available as an eBook and can be purchased at most eBook retailers.

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    Robbins/Judge, Organizational Behavior 18e, with MyLab Management Sample Syllabus All Assignments should be completed before class. Suggested Distribution: Exams 50% Quizzes 20% Writing Space (Essays) 20% Simulations 5% Participation 5% Discussion Questions could be added for online classes. Week Reading Assignment MyLab Assignment 1 Chapter 1: What Is Organizational Behavior? Chapter 2: Diversity in Organizations Critical Thinking Quiz Chapters 1 Critical Thinking Quiz Chapter 2 2 Chapter 3: Attitudes and Job Satisfaction Critical Thinking Quiz 3 Chapter 4: Emotions and Moods Critical Thinking Quiz 4 Chapter 5: Personality and Values Critical Thinking Quiz 5 Chapter 6: Perception and Individual Decision Making Critical Thinking Quiz 6 Chapter 7: Motivation Concepts Chapter 8: Motivation: From Concepts to Applications Critical Thinking Quiz 7 Chapter 9: Foundations of Group Behavior Critical Thinking Quiz 8 Mid-Term Exam 9 Chapter 10: Understanding Work Teams Critical Thinking Quiz 10 Chapter 11: Communication Chapter 12: Leadership Critical Thinking Quiz 11 Chapter 13: Power and Politics Chapter 14: Conflict and Negotiation Critical Thinking Quiz 12 Chapter 15: Foundations of Organization Structure Critical Thinking Quiz 13 Chapter 16: Organizational Culture Critical Thinking Quiz

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    14 Chapter 17: Human Resource Policies and Practices Critical Thinking Quiz 15 Chapter 18: Organizational Change and Stress Management Critical Thinking Quiz 16 Final Exam

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    Table of Contents - Organizational Behavior Page i Organizational Behavior , 18 th Edition Robbins and Judge Table of Contents – Instructor’s Manual and Instructor Resource Guide Chapter Title Book Page IM Page Preface Introduction ....................................................................... N/A .......................... xiii Chapter 1 What Is Organizational Behavior? .....................................2.................................1 Learning Objectives ..................................................................................................1 Instructor Resources ..................................................................................................1 Text Exercises .......................................................................................................1 Text Cases .............................................................................................................1 Instructor’s Choice (description) ...............................................................................2 Web Exercises (description) ......................................................................................2 Summary and Implications for Managers .................................................................2 Opening Vignette: Road Warriors .............................................................................2 Brief Chapter Outline ................................................................................................3 Expanded Chapter Outline ........................................................................................9 Myth or Science?: “Management by Walking Around is the most effective management” ............................................................. 12 ................................ 22 MyLab Mangement Watch It!: Herman Miller: Organizational behavior Personal Inventory Assessments: Multicultural Awareness Scale .....................................................................................20..............................23 An Ethical Choice: Vacation deficit disorder........................25............................. 23 Career OBjectives: What do I say about my termination? ...29............................. 26 Point/Counterpoint: The battle of the texts ..........................33............................. 27 Questions for Review ...........................................................34............................. 29 Experiential Exercise: Managing the OB way …... ..............34..............................31 Ethical Dilemma: There’s a drone in your soup ...................35............................. 33 Case Incident 1: Apple goes global ......................................35............................. 35 Case Incident 2: Big data for dummies ................................36............................. 37 MyLab Management ............................................................37..............................39 I NSTRUCTOR ’ S C HOICE .............................................................……………………39 Exploring OB Topics on the Web ...........................................................................40 Chapter 2 Diversity in Organizations ..................................................40..............................42 Learning Objectives ................................................................................................42

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