Chapter 1: Introduction to Organizational Behavior PART 1: INDIVIDUALS IN ORGANIZATIONS Chapter 2: Individual Differences: Personality and Ability Chapter 3: Values, Attitudes, and Moods and Emotions Chapter 4: Perception, Attribution, and the Management of Diversity Chapter 5: Learning and Creativity Chapter 6: The Nature of Work Motivation Chapter 7: Creating a Motivating Work Setting Chapter 8: Pay, Careers, and Changing Employment Relationships Chapter 9: Managing Stress and Work-Life Balance PART 2: GROUP AND TEAM PROCESSES Chapter 10: The Nature of Work Groups and Teams Chapter 11: Effective Work Groups and Teams Chapter 12: Leaders and Leadership Chapter 13: Power, Politics, Conflict, and Negotiation Chapter 14: Communicating Effectively in Organizations Chapter 15: Decision Making and Organizational Learning PART 3: ORGANIZATIONAL PROCESSES Chapter 16: Organizational Design and Structure Chapter 17: Organizational Culture and Ethical Behavior Chapter 18: Organizational Change and Development

For one-semester, undergraduate/graduate level courses in Organizational Behavior. George/Jones uses real world examples, thought- and discussion-provoking learning activities and the latest organizational behavior research to help students become more engaged in what they are learning. How do you incorporate real world examples into your organizational behavior course to help students feel the subject is relevant? What resources do you use to incorporate real world examples? Would you be interested in a book that incorporated all this for you? New York Times Cases in the News — These are very recent articles from the New York Times that 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 chapter content. They are excellent active-learning cases both for individual reflection and critical thinking and meaningful class discussion.In-Text Features — The 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 are 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 its 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. How do you get students involved and excited about organizational behavior material? Small Group Breakout Exercise — This is an in-class exercise located at the end of each chapter to 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 have 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 have 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

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.