Page 13 - Fundamentals of Management Myths Debunked (2017)_Flat

12 Contents
Experiential Exercise 247 • Case Application 1— Review
Candidate Selection Dilemma 248 • Case Application 2— Chapter Summary 278 • Discussion Questions 278 •
Brunello Cucinelli: Humanistic Approach to Luxury 249 • Management Skill Builder | Stress Management 279 •
Case Application 3—HRM in the Hong Kong Police Force 250 • Experiential Exercise 280 • Case Application 1—
Endnotes 251 Compartmentalizing Departments: Split and Merger 280 •
Case Application 2—Making Over Avon 281 • Case
Application 3—Stress Kills 282 • Endnotes 284
Career Module: Building Your Career 254
What Was Career Development Like, Historically? 254 Part 4 Leading 286
What Is Career Development Like, Now? 254
How Can I Have a Successful Career? 255 Chapter 9 Foundations of Individual
Assess Your Personal Strengths and Weaknesses 255 Behavior 286
Identify Market Opportunities 255 What Are the Focus and Goals of Organizational
Take Responsibility for Managing Your Own Career 255 Behavior? 289
Develop Your Interpersonal Skills 255 What Is the Focus of OB? 289
Practice Makes Perfect 255 What Are the Goals of Organizational Behavior? 290
Stay Up to Date 256 What Role Do Attitudes Play in Job Performance? 291
Network 256 What Are the Three Components of an Attitude? 291
Stay Visible 256 What Attitudes Might Employees Hold? 291
Seek a Mentor 256 Do Individuals’ Attitudes and Behaviors Need to Be
Leverage Your Competitive Advantage 256 Consistent? 292
Don’t Shun Risks 256 What Is Cognitive Dissonance Theory? 292
It’s OK to Change Jobs 257 A Question of Ethics 293
Opportunities, Preparation, and Luck = Success 257 How Can an Understanding of Attitudes Help Managers
Endnotes 257 Be More Effective? 293
What Do Managers Need to Know About Personality? 294
Chapter 8 Managing Change and How Can We Best Describe Personality? 294
Technology and the Manager’s Job | Increased
Innovation 258 Reliance on Emotional Intelligence 296
What Is Change and How Do Managers Deal Can Personality Traits Predict Practical Work-Related
with It? 261 Behaviors? 297
Why Do Organizations Need to Change? 262 How Do We Match Personalities and Jobs? 298
Who Initiates Organizational Change? 263 Do Personality Attributes Differ Across Cultures? 299
How Does Organizational Change Happen? 263 How Can an Understanding of Personality Help Managers
From the Past to the Present 264 Be More Effective? 300
How Do Managers Manage Resistance to Change? 266 What Is Perception and What Influences It? 301
Why Do People Resist Organizational Change? 267 What Influences Perception? 301
What Are Some Techniques for Reducing Resistance to How Do Managers Judge Employees? 302
Organizational Change? 267 From the Past to the Present 304

WhAT reACTion do eMpLoyees hAVe To hoW do LeArninG Theories expLAin
orGAnizATionAL ChAnGe? 268 BehAVior? 305
What is Stress? 268 operant Conditioning 305
What Causes Stress? 269 Social learning theory 306
A Question of Ethics 270 Shaping behavior 306

How Can Managers Encourage Innovation in an How Can an Understanding of Perception Help Managers Be
Organization? 272 More Effective? 308
How Are Creativity and Innovation Related? 273 What Contemporary OB Issues Face Managers? 308
What’s Involved in Innovation? 273 How Do Generational Differences Affect the
Technology and the Manager’s Job | Helping Workplace? 308
Innovation Flourish 274 How Do Managers Deal with Negative Behavior in the
How Can a Manager Foster Innovation? 274 Workplace? 309
How Does Design Thinking Influence Innovation? 277