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This discussion focuses on our theme for the week: Managing the Global Workforce: Intersectionality of Diversity, Cultural Awareness, and Globalization.Describe what you believe to be the points of...

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ORGB6
De
a L. Nelson, Oklahoma State
University and James Campbell Quick,
University of Texas, Arlington
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iii
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PART 1 INTRODUCTION
1 Organizational Behavior and Opportunity 2
2 Challenges for Managers 16
PART 2 INDIVIDUAL PROCESSES AND BEHAVIOR
3 Personality, Perception, and Attribution 34
4 Attitudes, Emotions, and Ethics 52
5 Motivation at Work 70
6 Learning and Performance Management 86
7 Stress and Well-Being at Work 104
PART 3 INTERPERSONAL PROCESSES AND BEHAVIOR
8 Communication 124
9 Work Teams and Groups 142
10 Decision Making by Individuals and Groups 160
11 Power and Political Behavior 180
12 Leadership and Followership 198
13 Conflict and Negotiation 218
PART 4 ORGANIZATIONAL PROCESSES AND STRUCTURE
14 Jobs and the Design of Work 236
15 Organizational Design and Structure 252
16 Organizational Culture 272
17 Career Management 290
18 Managing Change 310
Endnotes 329
Index 363
NELSON / QUICK
BRIEF CONTENTSORGB6
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN XXXXXXXXXX
CONTENTS
1 Organizational Behavior
and Opportunity 2
1-1 Human Behavior in Organizations 2
1-2 Behavior in Times of Change 5
1-3 The Organizational Context 6
1-4 The Formal and Informal Organization 7
1-5 Diversity of Organizations 9
1-6 Change Creates Opportunities 9
1-7 Learning about Organizational Behavior 13
2 Challenges for Managers 16
2-1 Competing in the Global Economy 16
2-2 Cultural Differences and Work-Related Attitudes 21
2-3 The Diverse Workforce 22
2-4 Ethics, Character, and Personal Integrity 28
2-5 Ethical Dilemmas Facing the Modern
Organization 29
Part 1
INTRODUCTION
Part 2
INDIVIDUAL PROCESSES
AND BEHAVIOR
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iv CONTENTS
3 Personality, Perception,
and Attribution 34
3-1 Individual Differences and Organizational
Behavior 34
3-2 Personality and Organizations 36
3-3 Application of Personality Theory in
Organizations 40
3-4 Social Perception 45
3-5 Ba
iers to Social Perception 47
3-6 Attribution in Organizations 50
4 Attitudes, Emotions,
and Ethics 52
4-1 Attitudes 52
4-2 Attitude Formation 54
4-3 Job Satisfaction 56
4-4 Organizational Citizenship versus Counterproductive
Work Behavior 57
4-5 Persuasion and Attitude Change 59
4-6 Emotions and Moods at Work 61
4-7 Ethical Behavior 63
4-8 Factors That Affect Ethical Behavior 65
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN XXXXXXXXXX
Part 3
INTERPERSONAL
PROCESSES AND
BEHAVIOR
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5 Motivation at Work 70
5-1 Motivation and Work Behavior 70
5-2 Maslow’s Need Hierarchy 73
5-3 McClelland’s Need Theory 75
5-4 Herzberg’s Two-Factor Theory 77
5-5 Two New Ideas in Motivation 78
5-6 Social Exchange and Equity Theory 79
5-7 Expectancy Theory of Motivation 82
5-8 Cultural Differences in Motivation 84
6 Learning and Performance
Management 86
6-1 Behavioral Models of Learning in Organizations 86
6-2 Social and Cognitive Theories of Learning 91
6-3 Goal Setting at Work 92
6-4 Performance: A Key Construct 94
6-5 Performance Feedback 96
6-6 Rewarding Performance 98
6-7 Co
ecting Poor Performance 99
7 Stress and Well-Being
at Work 104
7-1 What Is Stress? 104
7-2 Four Approaches to Stress 105
7-3 The Stress Response 107
7-4 Sources of Work Stress 107
7-5 The Consequences of Stress 111
7-6 Individual Differences in the Stress–Strain
Relationship 114
7-7 Preventive Stress Management 116
vCONTENTS
8 Communication 124
8-1 Interpersonal Communication 124
8-2 Communication Skills for Effective Managers 129
8-3 Ba
iers and Gateways to Communication 130
8-4 Civility and Incivility 132
8-5 Nonve
al Communication 134
8-6 Positive, Healthy Communication 137
8-7 Communicating through New Technologies
and Social Media 138
9 Work Teams and Groups 142
9-1 Groups and Work Teams 142
9-2 Why Work Teams? 143
9-3 Group Behavior 145
9-4 Group Formation and Development 146
9-5 Task and Maintenance Functions 150
9-6 Factors That Influence Group Effectiveness 151
9-7 Empowerment and Self-Managed Teams 154
9-8 Upper Echelons: Teams at the Top 156
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN XXXXXXXXXX
Part 4
ORGANIZATIONAL
PROCESSES AND
STRUCTURE
vi CONTENTS
10 Decision Making by
Individuals and Groups 160
10-1 The Decision-Making Process 160
10-2 Models and Limits of Decision Making 162
10-3 Individual Influences on Decision Making 165
10-4 The Group Decision-Making Process 170
10-5 Diversity and Culture in Decision Making 175
10-6 Participation in Decision Making 176
11 Power and Political
Behavior 180
11-1 The Concept of Power 180
11-2 Forms and Sources of Power in Organizations 181
11-3 Using Power Ethically 184
11-4 Symbols of Power 186
11-5 Political Behavior in Organizations 188
11-6 Managing Political Behavior in Organizations 192
12 Leadership and
Followership 198
12-1 Leader ship versus Management 199
12-2 Early Trait Theories 200
12-3 Behavioral Theories 201
12-4 Contingency Theories 204
12-5 Recent Leadership Theories 210
12-6 Emerging Issues in Leadership 212
12-7 Followership 214
12-8 Guidelines for Leadership 215
13 Conflict and Negotiation 218
13-1 The Nature of Conflicts in Organizations 218
13-2 Causes of Conflict in Organizations 221
13-3 Forms of Group Conflict in Organizations 224
13-4 Individual Conflict in Organizations 225
13-5 Conflict Management Strategies and
Techniques 229
13-6 Conflict Management Styles 232
14 Jobs and the Design
of Work 236
14-1 Work in Organizations 236
14-2 Traditional Approaches to Job Design 239
14-3 Alternative Approaches to Job Design 244
14-4 Contemporary Issues in the Design of Work 248
15 Organizational Design
and Structure 252
15-1 Key Organizational Design Processes 253
15-2 Basic Design Dimensions 258
15-3 Five Structural Configurations 259
15-4 Contextual Variables 261
15-5 Forces Reshaping Organizations 267
15-6 Emerging Organizational Structures 269
15-7 Factors That Can Adversely Affect Structure 270
16 Organizational Culture 272
16-1 Levels of Organizational Culture 272
16-2 Functions of Organizational Culture 277
16-3 The Relationship of Culture to Performance 278
16-4 The Leader’s Role in Shaping and Reinforcing
Culture 279
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Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN XXXXXXXXXX
16-5 Organizational Socialization 281
16-6 Assessing Organizational Culture 283
16-7 Changing Organizational Culture 284
16-8 Challenges to Developing a Positive, Cohesive
Culture 286
17 Career Management 290
17-1 Occupational and Organizational Choice
Decisions 291
17-2 Foundations for a Successful Career 296
17-3 The Career Stage Model 297
17-4 The Establishment
Answered 1 days After Aug 19, 2023

Solution

Deblina answered on Aug 20 2023
29 Votes
Managing the Global Workforce        2
MANAGING THE GLOBAL WORKFORCE: INTERSECTIONALITY OF DIVERSITY, CULTURAL AWARENESS, AND GLOBALIZATION
Table of Contents
Introduction    3
Communication Styles and Language Diversity    3
Inclusive Leadership and Decision Making    3
Cultural Norms & Practices    4
Adaptable Work Policies    4
Conflict Resolution and Team Dynamics    4
Conclusion    4
References    6
Introduction
In an era characterized by rapid globalization and diverse workforce, the intersection of diversity, cultural awareness, and globalization has become a pivotal theme in the management of today's organizations. As businesses expand their operations across borders and cultures, understanding the intricate relationships between these three elements is crucial for fostering inclusivity, effective communication, and harmonious collaboration. This discussion delves into the key points where these aspects intersect and their profound impact on the contemporary workplace.
Communication Styles and Language Diversity
Different cultures have distinct communication styles, nonve
al cues, and linguistic nuances. Globalization has led to increased interaction among individuals from various linguistic backgrounds. Miscommunication due to language ba
iers or language differences can hinder productivity and collaboration. Cultural awareness enables employees to understand and adapt their communication styles, leading to clearer...
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