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Organizational Behavior, Don Hellriegel, John W. Slocum, Jr., Cengage Learning, 2008, 0324578725, 9780324578720, 640 pages. .

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Using the most unique approach to organizational behavior today, Hellriegel/Slocum's ORGANIZATIONAL BEHAVIOR, 13E equips readers to become high performance managers in today's business world. Readers gain a solid foundation in organizational behavior with this competency-based approach. Students assess and maximize their personal skills within the context of today's organizational behavior as they learn to master seven core managerial competencies most important for success -- managing self, ethics, communication, diversity, across cultures, teams, and change. This edition combines classic theory with contemporary research and emerging trends to establish a clear connection between OB theory and contemporary practice. New actual

business cases and interactive exercises demonstrate how effective leaders use key competencies to lead. Trust ORGANIZATIONAL BEHAVIOR, 13E for the foundation your students need to become highly effective leaders today and tomorrow.

Don Hellriegel is Emeritus Professor of Management in the Mays Business School at Texas A&M University. Dr. Hellriegel joined the faculty at Texas A&M in 1975. He has also taught at the Pennsylvania State University and the University of Colorado. He received his B.S. and M.B.A. from Kent State University and his Ph.D. from the University of Washington. His research interests include organizational behavior, the effects of organizational environments, managerial cognitive styles, and organizational innovation and strategic management processes. His research has been published in a number of leading journals. Dr. Hellriegel served as Vice President and Program Chair of the Academy of Management, President Elect, President, and Past President. He has also served a three-year term as Dean of the Fellows Group of the Academy of Management. He has also been Editor of the Academy of Management Review and served on the Board of Governors of the Academy of Management. Dr. Hellriegel has performed many other leadership roles, including President, Eastern Academy of Management; Division Chair, Organization and Management Theory Division; President, Brazos County United Way; Co-Consulting Editor, West Series in Management, Head, Department of Management (TAMU); Interim Dean, Executive Associate Dean, Mays School of Business (TAMU); and Interim Executive Vice Chancellor (TAMUS). Dr. Hellriegel has consulted with a variety of groups and organizations, including 3DI, Sun Ship Building, Penn Mutual Life Insurance, Texas A&M University System, Ministry of Industry and Commerce for the nation of Kuwait, Ministry of Agriculture for the Dominican Republic, AACSB, and Texas Innovation Group.

John W. Slocum, Jr. is an Emeritus Professor in the Cox School of Business at Southern Methodist University, Dallas, Texas. He has taught at the University of Washington, Penn State, Ohio State, International University of Japan, and the Amos Tuck School of Dartmouth College. Dr. Slocum has been awarded the Alumni Citation for Professional Accomplishment by Westminster College and the Nicolas Salgo, Rotunda, and Executive MBA Outstanding Teaching Awards at SMU. He holds a B.B.A. from Westminster College, a M.B.A. from Kent State, and a Ph.D. in organizational behavior from the University of Washington. He is Past President of the Eastern Academy of Management, the 39th President of the Academy of Management and Editor of the Academy of Management Journal. He is a Fellow of the Academy of Management, Decision Science Institute, and the Pan-Pacific Institute. He serves as co-editor of the Journal of World Business and the Journal of Leadership and Organizational Studies and Associate Editor of Organizational Dynamics. Dr. Slocum has consulted for organizations including ARAMARK, Baylor Hospital, University of North Texas Health Science Center, LBJ School at the University of Texas, Celanese Chemical Corporation, Pier 1, NASA, and Brakke Consulting. He is a regular speaker for many senior executive development programs, including the University of Oklahoma, Oklahoma State University, SMU, and Lockheed Martin. He is currently on the Board of Directors of ViewCast Corporation, Kisco Senior Living, and GoToLearn.

All of the chapters contain insight features. Also, the various Competencies: (Ethics, Self, Diversity, Across Cultures, Communication, Teams, and Change) gives each chapter structure, which makes it easier to follow. I find the key terms and discussion questions helpful for studying and preparing for tests.

Master the skills to become a high performance manager in today's competitive business world with the unique, competency-based approach found only in Hellriegel/Slocum's ORGANIZATIONAL BEHAVIOR, 13E. These prominent authors have distilled the expertise of hundreds of leading managers into seven key managerial competencies most important for your OB success. New assessments and interactive critical thinking exercises help you master the core competencies -managing self, ethics, communication, diversity, across cultures, teams, and change. Actual cases from today's business, memorable examples and the most current managerial thinking provide a clear connection between OB theory and practice in today's business world. Discover the OB foundation you need to become a highly effective organizational leader today and tomorrow.

2009 Cengage Learning 37signals ability achieve Adapted assess challenge Chapter characteristics

commitment company?TMs Competency feature conflict Copyright 2009 Cengage Costco costs create customers decision develop discussion diversity e-mail effective emotions employees environment ethical example expectations experience Experiential Exercise factors feedback feelings feng shui Figure focus focused global ideas identify important individual individual?TMs influence involves issues Journal leaders leadership Learning Goal Managerial Guidelines motivation negative negotiations nonverbal norms organization design organizational behavior organizational culture outcomes perceive percent performance person positive power distance principles problems programs reinforcement relationships responsibility rewards Richard Branson Rights Reserved role score self-efficacy sexual harassment share situation skills social specific Starbucks strategy stress style tasks team members Tricia types understand values Virgin Group virtual teams Whole Foods Market workplace

Organizational Behavior is designed to help students, professionals & managers develop competencies and skills that are needed to contribute most effectively to the organization. This proven text's strengths lie in its classic research and coverage of contemporary topics. It introduces and emphasizes five core comepentencies--Mobilizing Innovation and Change, Conceptualization, Creativity, Risk Taking, and Visioning. The full-color formant ant pedagogy provide a framework for understanding behavior employed in organizations. After reading this book, students are properly prepared for what they will face in the real world.

A. G. Edwards ability Academy of Management achieve Adapted attitudes attributions challenge Chapter classical conditioning commitment communication competencies conflict costs customers decision desired behavior effective environment example expected factors feedback Figure firm focus global goal setting groupware Hewlett-Packard identify important increase individual influence interpersonal involved issues job design job enrichment job satisfaction Journal leader leadership learning locus of control Management by objectives managers and employees Managing in Practice ment motivation needs Nordstrom norms orga organization design organization's organizational behavior organizational culture outcomes perceive percent Perceptual defense performance performance appraisal person plans positive problems Psychology punishment Quality in Practice reinforcement relationships response rewards role schedule score self-efficacy situation skills social strategy stress stressors style task team members tion types values Wall Street Journal workers workplace

Richard W. Woodman is Anderson Clayton & Co. and Clayton Fund Professor of Management at Texas A & M University, where he teaches organizational behavior, organization development, and research methodology in the Lowry Mays College and Graduate School of Business. He received his B.S. and M.B.A. degrees from Oklahoma State University and his Ph.D. from Purdue University. From 1993-97, he served as department head and he is currently the coordinator of the Ph.D. program in the Department of Management

His research interests focus on organizational change and organizational creativity. His published work can be found in many journals including the Academy of Management Journal, Academy of Management Review, Group & Organization Management, Journal of Applied Behavioral Science, and the Strategic Management Journal, among others. Dr. Woodman is co-editor of the JAI Press annual series, Research in Organizational Change and Development. He is currently on the editorial boards of the Academy of Management Journal, Applied Behavioral Science Review, and the Journal of Organizational Change Management and previously served on the boards of the Academy of Management Review and the Journal of Management.

Organizational Behavior, 10th edition presents classic and emerging organizational behavior trends and research, making the subject both accessible and meaningful for learners. To make the connection between theory and practice, the authors include timely examples, exercises, and high-interest cases. To help learners focus and understand the importance of organizational behavior, the authors introduce seven managerial competencies that are essential to being an effective leader or member of an organization. These competencies are introduced early and woven throughout in special features, exercises, and an interactive self-assessment tool.

achieve Alberto-Culver attitudes attribution career challenge Chapter classical conditioning commitment company's Competency feature Computex conflict Core Abilities costs customers decisions Describe desired behavior discuss diversity effective Enron environment example expectations experience external factors feedback feel Figure following Managing hygiene factors identify important individual influence InfoSpace internal interpersonal involves the overall job satisfaction leader leadership Learning Objective locus of control managers and employees Managing Across Cultures Managing Communication Managing Ethics Managing Teams ment motivation needs negative norms operating organization organization's organizational behavior organizational culture outcomes perceived percent perceptual defense performance person plans ployees positive power distance Preview problems punishment questions reinforcement relationships responsibility role schedule score self-efficacy situation social social learning theory specific Starbucks stress stressors style tasks team members tion traits Type A personality types understand values workers

John W. Slocum, Jr., is the O. Paul Corley Professor of Organizational Behavior at the Edwin L. Cox School of Business, Southern Methodist University, Dallas, Texas. He has also taught on the faculties of the University of Washington, Penn State University, the Ohio State University, the International University of Japan, and Dartmouths Amos Tuck School. He holds a B.B.A. from Westminster College, an M.B.A. from Kent State University and a Ph.D. in organizational behavior from the University of Washington. Professor Slocums leadership in professional societies includes serving as president of the Eastern Academy of Management, the 39th president of the Academy of Management, and editor of the ACADEMY OF MANAGEMENT JOURNAL. He received the Alumni Citation for Professional Accomplishment from Westminster College, and the Nicolas Salgo, Rotunda, and Executive MBA Outstanding Teaching awards at SMU. Currently, Professor Slocum serves as co-editor of the JOURNAL OF WORLD BUSINESS and the JOURNAL OF LEADERSHIP AND ORGANIZATIONAL BEHAVIOR, associate editor for ORGANIZATIONAL DYNAMICS, and editorial review board member for LEADERSHIP QUARTERLY. He is a fellow of the Academy of Management, Decision Science Institute, and the Pan-Pacific Institute. He has authored and co-authored more than 127 journal articles. Slocum has served as a consultant to numerous organizations, is a regular speaker in senior executive development programs, and serves on the boards of directors for several major organizations.

ability Academy of Management achieve Adapted appreciative inquiry approach attitudes attributions challenge Chapter characteristics classical conditioning commitment Competency feature CompUSA conflict cross-functional teams customers decision Describe discussion diversity effective environment ethical evaluation example factors feedback Figure firm ganization global goals identify important influence internal interpersonal involves issues J.C. Penney job enrichment job satisfaction Journal leader leadership learning locus of control managerial managers and employees Managing Across Cultures ment motivation negative negotiations norms organization's organizational behavior organizational change organizational culture outcomes perceive perception perceptual defense performance person ployees political behavior positive problems programs Psychology reinforcement relationships responsibility Review rewards role schedule score self-efficacy situation social sources Southwest Airlines specific strategy stress style subordinates task team members tion types understand values virtual teams Wall Street Journal Whole Foods Markets workers

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