Import/export Can Make You Rich by Laura B. LanzeImport/export Can Make You Rich by Laura B. Lanze

Import/export Can Make You Rich

byLaura B. Lanze

Paperback | May 18, 1988

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This book makes an authoritative and practical introduction to organizational behavior. It contains leading-edge coverage of topics and issues combined with a wealth of learning tools that help readers experience Organizational Behavior and guide them to becoming better managers. Chapter topics discuss individual differences: personality, ability, and job performance; work values, attitudes, moods, and emotions; perception, attribution, and the management of diversity; learning and creativity at work; pay, careers, and changing employment relationships; managing stress and work-life linkages; leadership; power, politics, conflict, and negotiation; communication flows and information technology; organizational culture and ethical behavior; and organizational change and development . For business professionals preparing for a career in management.

Jennifer M. George is the Mary Gibbs Jones Professor of Management and Professor of Psychology in the Jesse H. Jones Graduate School of Management at Rice University. She received her B.A. in Psychology/Sociology from Wesleyan University, her M.B.A. in Finance from New York University, and her Ph.D. in Management and Organizational B...
Title:Import/export Can Make You RichFormat:PaperbackDimensions:192 pages, 8.9 × 6 × 0.8 inPublished:May 18, 1988Publisher:Pearson Education

The following ISBNs are associated with this title:

ISBN - 10:0134518578

ISBN - 13:9780134518572

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Read from the Book

We have substantially revised the organization and content of the fourth edition of our book, Understanding and Managing Organization Behavior, to reflect the changes that are taking place in the world of work and organizations. First, the ways in which continuing advances in information technology are affecting all aspects of behavior in organizations has received increased attention in this new edition. We have expanded our already extensive coverage of the ways in which digital and wireless communication are transforming how people perform their jobs, how teams function, and how organizations achieve their goals. Second, the increasing globalization of business and diversity of the workforce have led us to change the way we discuss and present the many opportunities and challenges globalization and diversity pose for understanding and managing organizational behavior. Third, recent ethical controversies and scandals that have involved a growing number of well-known companies such as WorldCom, Enron, and Boeing and managers such as Bernard Ebbers and Kenneth Lay, have led us to rethink our treatment of ethics and ethical behavior. Finally, the continuing advances made by organizational behavior scholars and researchers as they develop new and improved theories and models to explain why and how people and teams behave as they do has led us to modify, update, and refine our coverage of many different aspects of organizational behavior. Concepts like personality, trust, creativity, mood, emotion, continuous learning, virtual teams, telecommuting, outsourcing, and knowledge management are now found in all the central research areas of organizational behavior such as learning, motivation, leadership, group behavior, and communication. A MAJOR REVISION Our challenge in revising Understanding and Managing Organizational Behavior has been to incorporate and integrate the latest advances in theorizing and research and provide a thorough and contemporary account of the factors that influence organizational behavior. Most importantly, we strived to convey this knowledge to students in a very readable, applied, hands-on format to increase their understanding and enjoyment of the learning process. To provide the most current coverage of organizational behavior in a way that enhances student interest, learning, and retention, we have reorganized the chapters in our book. We have made major changes to Chapter 1 to reflect contemporary organizational behavior issues and challenges; in Chapter 1, we provide a new approach to understanding and managing organizational behavior that sets the scene for the rest of the book. In Part One, Individuals in Organizations, we have made major changes to underscore the many ways in which people can contribute to organizations and how an understanding of factors such as personality, emotional intelligence, creativity, and motivation can help organizations and their members channel effort and behavior in ways that promote the achievement of organizational objectives and the well-being of all organizational stakeholders, including employees. In Chapters 2, 3, and 4, we have expanded our coverage of personality, emotional intelligence, mood and emotion, values and ethics, and the proactive management of diversity; additionally, we link these factors to important behaviors and determinants of organizational effectiveness. We have refocused Chapter 5 to convey the variety of ways in which organizational members can and do learn with a new emphasis on continuous learning through creativity. Our treatment of work motivation has been revamped. In Chapter 6, we provide an integrated account of work motivation and the latest development in motivation theory and research. Chapter 7 focuses on how to create a motivating work environment through job design, organizational objectives, and goal setting. Chapter 8 addresses >the changing nature of the employment relationship and the implications of factors such as outsourcing, pay differentials, boundaryless careers, and values for motivation and performance. Lastly, in Chapter 9, we focus on the very real stressors people face, how they can be effectively managed, and finding a balance between work and other aspects of life. Overall, Part I has been substantially revised to reflect both contemporary theorizing and research and the very real challenges and opportunities facing organizations and their members. In Part Two, Group and Team Processes, we bring together the many ways in which organizational members work together to achieve organizational objectives, the challenges they face, and how to achieve real synergies. Chapters 10 and 11 have been revised to focus on the key factors that lead to effective work groups and teams. Chapter 12 provides an updated treatment of leadership in organizations. We have moved our discussion of power, politics, conflict and negotiation to Chapter 13 of this part. In Chapter 14, we discuss how the latest developments in information technology have changed the nature of communication in and between organizations. In the final chapter in this part, Chapter 15, we provide updated coverage of decision-making, knowledge management, and innovation. Part Three, Organizational Processes, has also undergone major changes in this new edition. In order to provide an integrated treatment of organizational culture and to underscore the importance of ethics in all organizations, we have separated our treatment of organizational structure and organizational culture. Chapter 16 focuses on organizational design, structure, and control; in this chapter, we discuss the factors that affect important organizational design choices and the consequences of these choices. Chapter 17 is devoted to an integrated treatment of organizational culture and ethical behavior. In this new chapter, we provide. an expanded account of the informal and formal social processes in organizations that affect the way people behave, the sources of organizational culture including organizational ethics, and the nature, causes, and consequences of ethical behavior. We also discuss the factors that can lead to unethical behavior. Rather than having global issues presented in a separate chapter towards the end of the book as in the prior edition, in this edition, we provide integrated, up-to-date coverage of current global issues, challenges, and opportunities in each of our chapters in a content-driven fashion. Finally, we have updated our coverage of organizational change and development to reflect current realities in the very dynamic environment in which organizations operate. The combined result of all these changes to the content and organization of our book is a fresh approach that continues and builds off of our leading-edge coverage of organizational behavior topics and issues that our adopters have so appreciated in our prior editions. We have also continued our commitment to providing a treatment of organizational behavior that (1) is comprehensive, integrated, and makes important theories and research findings accessible and interesting to students; (2) is current, up-to-date, and contains expanded coverage of significant contemporary issues including ethics, diversity, globalization, and information technology; (3) uses rich, real-life examples of people and organizations to bring key concepts to life and provide clear managerial implications; and, (4) is experiential and applied. Our end of chapter experiential exercises contained in Exercises in Understanding and Managing Organizational Behavior give students the opportunity to catch the excitement of organizational behavior as a fluid, many-faceted discipline with multiple levels of analysis and develop and practice their own skills. PEDAGOGICAL STRUCTURE We believe that no other organizational behavior textbook has the sheer range of learning features for students that our book has.These features-some integrated into the text and some at the end of each chapter or part-engage students' interest and facilitate their learning of organizational behavior.The overall objective of these features is to help instructors actively involve their students in the chapter content. Opening Case Students enter the chapter via an in-depth, real-world example of people and organizations that focuses attention on the upcoming chapter issues. Running Glossary To help students assimilate organizational behavior terminology, we have included a running glossary that provides a definition for every key term in the book. In-Text Features Understanding and Managing Organizational Behavior reflects all the current and pressing concerns facing organizations, managers, and employees today. In four different types of in-text boxes (OB Today, Managing Ethically, Focus on Diversity, and Global View), we 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. These boxes are not mere summaries of academic studies or contrived situations; they are real-life stories from the frontline of today's businesses. 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. We have deliberately presented these features this way because our experience has shown that students are more likely to read material that is seamlessly woven into the fabric of the chapter rather than set apart. In-Text Exercise 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. End of Chapter Exercises The unit entitled Exercises in Understanding and Managing Organizational Behavior found at the end of each chapter includes a wide range of activities to help students solidify their knowledge and build and practice their skills. We 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. Questions for Discussion and Review In this section, we provide a set of specific questions to stimulate class discussion and help students review chapter material. Building People Skills This exercise 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. It builds their perceptual skills—seeing and understanding things at a deeper level now that they have mastered the material in the chapter. A Question of Ethics This exercise 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 their ethical reasoning skills. This exercise also works well for an in-class discussion after students have worked through it individually. Small Group Breakout Exercise This is an in-class exercise to be completed in small groups of 25 students. The exercise challenges students to examine, reflect, and share their own experiences vis-a-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. Topic for Debate This exercise 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 and develop and present arguments to support it. This exercise makes students think about chapter content at a deeper level, whether or not they personally agree with the side they are taking in the debate. Debates, rebuttals, and questions from the audience fire up students' involvement and spark a high level of class participation. Experiential Exercise This is an in-depth team-based exercise 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 leaned 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. Making the Connection This is an exercise conducted outside the classroom whereby students find real-life mini-cases from the popular and business press that directly illustrate chapter content. These cases can then be used for student-led class discussions of important organizational behavior challenges. 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.

Table of Contents

1. Introduction to Organizational Behavior   


Appendix: Research Methods in Organizational Behavior

I. Individuals In Organizations                                                   

2. Individual Differences: Personality, Ability, & Job Performance


3. Work Values, Attitudes, Moods, and Emotions      


4. Perception, Attribution, and the Management of Diversity   


5. Learning and Creativity at Work   


6. The Nature of Work Motivation   


7. Creating a Motivating Work Setting   


8. Pay, Careers, and Changing Employment Relationships   


9. Managing Stress and Work-Life Linkages                                      


II.   Group And Team Processes                                                 

10. The Nature of Work Groups and Teams   


11. Work Groups and Teams in Action   


12. Leadership         


13. Power, Politics, Conflict, and Negotiation  


14. Communication Flows and Information Technology  


15. Decision Making, Knowledge Management, & Innovation


III.   Organizational Processes

16. Organizational Design: Structure and Control     


17. Organizational Culture and Ethical Behavior


18. Organizational Change and Development

From Our Editors

Designed as a step-by-step guide to exporting and importing, Import / Export Can Make you Rich answers the practical questions most commonly asked by individuals who wish to export and import goods and service. Appropriate for college course at both the under graduate and graduate level in international trade and business, this avoids unnecessary technical language while it clearly explains terms and concepts.