Page 6 dr. daphnie bharadwasample comprehensive soap ja

Dr. Daphnie Bharadwa
Sample Comprehensive SOAP
Jane Doe, BSN, FNP Student
November 10, 2018
Comprehensive SOAP Note
SUBJECTIVE DATA: (Bickley, 2007)
S: Mrs. B, a 33-year-old Hispanic female presenting today with
lower back pain x 2 days. She called this morning saying she
needed to be seen because she was in so much pain that she
could not work and needed a work excuse.
CC: “My back hurts”.
HPI: Pain started yesterday while at work. Last night she went
to sleep as usual, when she woke up this morning she was in a
lot of pain and was very stiff. The pain is described as a 7/10 on
the pain scale, feels like burning. Pt states pain is worse in the
R lumbo-sacral area. Pain radiated to her R buttock. It hurts her
to stand up or find a comfortable position. Pain worsens after
bending or lifting. Her back hurts even at rest, but gets worse
with movement. Taking Tylenol 500mg 2 caplets with no relief
of the pain. No hx of UTI symptoms; no vaginal discharge or
dyspareunia; no change in bladder or bowel habits; denies
weight loss or fever. No hx of previous back pain, injury or
trauma. Pt states she works as a cashier at the grocery store
where she stands most of the day. Yesterday was her second day
of working over time at work. Denies muscle weakness,
paresthesia, loss of sensations, and no severe or progressive
neurological deficit in lower extremity.

PMH:
Medical Hx: HTN (2006), Type 2 NIDDM (2007)
Surgical Hx: Appendectomy (2001)
Medications: Tylenol Extra Strength 500 mg Caplets, 2
tabs q4-6 hr for back pain with no relief
Allergies: NKA to food or medications
FAMILY HISTORY:
Pt states her parents (mother 59, father 63), siblings (sister 34,
brother 27) and daughter- 4y/o are healthy and both sets of
grandparents are alive and live in Colombia (doesn’t know age
or if they have any medical problems).
Social History:
General:Born and raised in Cali, Colombia, moved to the US
with her parents when she was 17 years old.
Marital status: Single Mom of a 4-yr/old girl. Ex-
husband not involved financially or physically in care of child.
Living situation: Parents live 100 miles away. One
brother in town; sees brother seldom. Mrs. B has a few close
friends. Pt sates she is in debt “way over head”. No health
insurance benefits. Considers herself a strong and independent
woman.
Children: One 4-yr/old daughter who is healthy
Occupation: Works at a local grocery store as a cashier.
She stands most of the day in her job. Sees job only as a means
of providing income for her and her daughter.
Leisure Patterns: Pt states she doesn’t have time to
“relax”.

Social habits: Denies smoking or alcohol consumption.
Does not exercise.
Spirituality: No church involvement but states that she
believes in God.
Nutrition: Pt states her appetite has increased owing to
“stress”, craves chocolate, eats what she wants, no special diet.
Has not experienced any changes on her weight.
Sleep Patterns: States that she usually gets about 7 hrs
of sleep every night.
REVIEW OF SYSTEMS (Bickley, 2007)
General: States there have not been any changes in the past 5
years. He has been wearing the same size of clothes for the past
5 years. Denies weakness, fatigue, or fever.
Skin: Reports dryness of the skin, especially on his hands, legs
and feet. Denies rashes, lumps, sores, itching, and changes in
color. Denies changes in his nails or hair. Denies changes in
size or color of moles.
HEENT: Head: Denies headache, head injury, dizziness, or
lightheadedness. Eyes: Denies any changes in her vision. Does
not use glasses. Last eye exam 2 years ago (Oct/06). Denies any
pain, redness, excessive tearing, double or blurred vision, spots,
specks, flashing lights, glaucoma or cataracts. Ears: States she
doesn’t have any hearing problems. Denies tinnitus, vertigo,
earaches, infection, or discharge. Denies use of hearing aides.
Nose and Sinuses: Pt states she gets occasional allergies and
colds that cause her to have stuffiness and discharge. Denies
hay fever, nose bleeding, or sinus trouble. Throat: States her
teeth are yellow and sometimes her gums would bleed. Denies
use of dentures. Last dental examination 2 yrs ago (Oct/06).
Denies sore tongue, frequent sore throats or hoarseness. Denies
having dry mouth or excessive thirst.
Neck: Denies swollen glands, goiter, lumps, pain, or stiffness

in the neck.
Breasts: Denies lumps, pain, discomfort or nipple discharge.
Respiratory: Denies cough, sputum, hemoptysis, dyspnea,
wheezing, or pleurisy. Has not had a Chest X Ray done. Denies
having asthma, bronchitis, emphysema, pneumonia, or
tuberculosis.
Cardiovascular: Denies any troubles with her heart, HBP,
rheumatic fever, or heart murmurs. Denies having chest pain or
discomfort, palpitations, dyspnea, orthopnea, paroxysmal
nocturnal dyspnea, or edema. Has never had EKG done.
Gastrointestinal: Denies trouble swallowing, heartburn, changes
in appetite, or nausea. States she has bowel movements every
other day normally, the stools are small, brown and formed.
Denies pain or bleeding with defecation. No changes in bowel
habits. Denies black or tarry stools, hemorrhoids, constipation,
or diarrhea. Denies abdominal pain, food intolerance or
excessive belching or passing gas. Denies jaundice, live, or
gallbladder trouble. Denies Hepatitis. Does not remember if she
has received Hep B vaccine.
Urinary: Goes to the bathroom 4 or 5 times a day. Denies
polyuria, nocturia, urgency, burning or pain during urination.
Denies hematuria, urinary infections, kidney or flank pain,
kidney stones, urethral colic, suprapubic pain, or incontinence.
No changes in bladder habits.
Genital: Menarche at age 13. States she gets her period approx.
q 28 days and it lasts about 5 days. Flow heavier on the first 2
days. Denies bleeding between periods. LMP: September 4th.
Denies PMS. Denies any vaginal discharge, dyspareunia,
itching, sores, lumps, or STDs. G1 P1, spontaneous vaginal
delivery at 39 weeks. Denies any complications with her

pregnancy. Denies use of birth control methods. Not sexually
active at the moment. Has had one partner in the past 5 years.
Denies exposure to HIV infection or STDs.
Periferal Vascular: Pt states she has a few spider veins that look
like bruises, she got them during the pregnancy. Denies leg
cramps, varicose veins, past clots in veins, swelling in calves,
legs or feet. Pt states there have not been any changes in the
color of her fingertips or toes during cold temperatures/weather.
Denies any swelling or tenderness.
Musculoskeletal: Denies muscle weakness, paresthesia, loss of
sensations, no severe or progressive neurological deficit in
lower extremity. No Hx of cancer, or risk factors for spinal
infection (no IV drug abuse, UTI, Immune suppression). Pt
reports feeling lower back pain that started yesterday while at
work that is worse in the R lumbo-sacral area. Pain radiates to
her R buttock. Pt states it hurts to stand up or find a
comfortable position. States her back hurts even at rest, but pain
gets worse when she moves. Pain worsens after bending or
lifting. Denies other muscle or joint pain, stiffness, arthritis or
hx of gout. Denies fever, chills, rash, anorexia, weight loss or
weakness.
Psychiatric: Denies nervousness, tension, mood changes,
depression, or memory changes.
Neurologic: Denies changes in mood, attention or speech.
Denies changes in orientation, memory, insight, or judgment.
Denies headaches, dizziness, vertigo, fainting, blackouts,
seizures, weakness, paralysis, numbness or loss of sensation,
tingling or pins and needles, tremors or other involuntary
movements.
Hematologic: Denies anemia, easy bruising or bleeding, and
past transfusions.

Endocrine: Denies excessive thirst and hunger. Denies thyroid
trouble, heat or cold intolerance, excessive sweating, polyuria
or changes in shoe size. Denies weight changes or fever.
OBJECTIVE DATA: (Bickley, 2007)
Vital signs: T: (oral) 98º; P: 86; R: 20; BP: 114/74; Ht: 67”,
Weight: 120 lb (BMI: )
General: Skin warm and dry w/o discoloration or pallor,
A/O x 3, appropriate responses, cooperative, appears concerned
w/o signs of acute distress.
Physical Examination findings
Skin: Skin is warm, pink and supple, no lesions noted.
HEENT: Normocephalic, PERRLA, EOMs intact, fundoscopic:
red reflex present, no nicking or hemorrhage. TM intact
bilaterally, pearly with + light reflex. Nares patent, neck supple.
Pharynx: swallows w/o difficulty, no erythema; Neck: thyroid
non palpable, no carotid bruits.
Lungs: Thorax is symmetric with good expansion. Lungs
resonant. Breath sounds vesicular; no rales, wheezes, or ronchi.
Cardiovascular: Carotid upstrokes are brisk, w/o bruits. The
PMI is tapping, 7cm lateral to the midsternal line in the 5th
intercostals space. S1 louder than S2 on auscultation. No
murmurs or extra sounds. Extremities are warm and w/o edema.
No varicosities or stasis changes. Calves are supple and
nontender. No femoral or abdominal bruits. Brachial, radial,
femoral, popliteal, dorsalis pedis, and posterior tibial puls es are
2+ , brisk, and symmetric.
Breasts: Deferred
Abdomen: Abdomen is flat with active bowel sounds in all four
quadrants. It is soft and non-tender; no masses or

hepatosplenomegaly. No CVA tenderness.
Genitalia: Deferred
Rectal: Deferred
Musculoskeletal: No joint deformities. Positive ROM in hands,
wrists, elbows, shoulders, knees and ankles. Gait/Posture:
Flexed forward at 15º, walked slowly with a wide based stance,
and grimaced with movement. Heel and toe walking intact.
Spinal column: No kyphosis, scoliosis or lordosis; unable to
extend or rotate. Lateral movement: bilaterally to 20º. All
attempts at ROM produced pain. Right paravertebral muscle
spasm noted in lumbar area. Straight leg raise (SLR) negative,
Patrick test negative, crossed SLR negative. No noted major
motor weakness on knee extension, ankle plantar flexors,
evertors, dorsiflexors. No CVA Tenderness.
Neurologic: Alert, relaxed and cooperative. Thought process is
coherent. Oriented to person, place and time. Cranial nerves II
to XII intact. Good muscle bulk and tone. Strength 5/5
throughout. Rapid alternating movements and point to point
movements are intact. Gait stable. Pinprick, light touch,
position sense, vibration, and stereognosis intact, Romberg
negative. Reflexes 2 + and symmetric with plantar reflexes
down going.
ASSESSMENT: (Uphold & Graham, 2003)
Diagnosis:
1. Acute lumbosacral strain (M54.5)
Differentials:
1. Acute lumbosacral pain (M54.5): Minimal discomfort
initially followed by increased pain and stiffness 12-36 hrs
later, SLR, crossed SLR, heel and toe walking were intact. No

muscular weakness or loss of sensation. DTRs were equal and
not depressed. Babinski negative. Spasm noted in paravertebral
muscles.
2. Herniated lumbar disc (M51.2): Pain in buttocks.
3. Sciatica (M54.3): Pain in back/buttocks.
4. Possible vertebral Fx (S32.009A): Low back pain.
PLAN: (Uphold & Graham, 2003)
Diagnostic: No tests needed at this time
Therapeutic: Pharmacological:
Continue to take Tylenol 650 mg po q 4-6 hrs around the clock
for pain for 3 to 7 days
Alternate with Naproxen 500mg po bid prn for pain for 3 to 7
days (Wait 2-3 hrs between medications, do not take together).
Non-pharmacological:
Local application of ice may help initially to decrease pain.
After 2-3 days, either heat or ice may be applied. No bed rest
indicated. Take 3-7 days off work (her job would increase stress
on her back), or perform other duties until the symptoms abate.
Patient Education:
1. Avoid jerky, hurried movements when lifting
2. Lift with legs by straddling the load; bend knees to pick up
load; keep back straight (do not bend back)
3. Keep objects close to the body at navel level when lifting
4. Avoid twisting, bending, reaching while lifting

5. Avoid prolonged sitting
6. Change positions often while sitting
7. A soft support belt for the back, armrests to support some
body weight, a slight reclining chair may make sitting more
comfortable
8. Firm mattress/bed board, lying supine with hips and knees
flexed on pillows is beneficial when sleeping
9. May return to work in 4-8 days
10. As soon as she returns to regular activities (in 2 weeks),
aerobic conditioning exercises such as walking, swimming,
stationary biking, or even light jogging may be recommended to
avoid debilitation.
Referral: None
Follow-Up: Come back if the pain does not improve in 24-48
hrs. Return to the office in 7-10 days. Return sooner if
neurological symptoms worsen or bowel/bladder dysfunction
occurs.
Evidence Based Practice: (National Guideline Clearinghouse,
2008)
Acute lumbar strain is self-limited low back pain associated
with muscle spasm with limitation of motion of varying
severity. This is usually brought on by some type of sudden
overexertion while lifting, bending, straining, or abrupt
movement. The symptoms may occur immediately or develop
over the course of a day as muscle spasm increases. In the
absence of fracture or herniated disc, symptoms subside
gradually in days or weeks.
National Guideline Clearinghouse:

Reassure patient that 90% of episodes resolve within six weeks
regardless of treatment. Advise that minor flare-ups may occur
in the subsequent year.
Therapy
· Stay active and continue ordinary activity within the limits
permitted by pain. Avoid bedrest. Early return to work i s
associated with less disability.
· Injury prevention (e.g., use of proper body mechanics, safe
back exercises)
· Recommend ice for painful areas and stretching exercises.
· McKenzie exercises are helpful for pain radiating below the
knee.
Referral
· If no improvement at 1 to 2 weeks, refer for goal-directed
manual physical therapy, not modalities such as heat, traction,
ultrasound, transcutaneous electrical nerve stimulation (TENS).
· Surgical referral usually not required if no "red flags."
Medication Strategies
· Medication treatment depending on pain severity with
acetaminophen or non-steroidal anti-inflammatory drugs
(NSAIDs)
· COX-2 inhibitors and muscle relaxants have not been shown to
be more effective than NSAIDs
· Opiate analgesics have not been shown to be more effective
than NSAIDS in acute low back pain.

Testing
· Diagnostic tests or imaging usually not required.
· If no improvement after 6 weeks, consider imaging.
References:
Bickley, L. (2007). Bates’ Guide to Physical Examinatio n &
History Taking (9th Edition), Lippincott, Williams and Wilkins
Publishers
National Guideline Clearinghouse. (2008). Management of
Acute Low Back Pain. Retrieved November 10, 2008 from
http://www.guideline.gov/summary/summary.aspx?doc_id=1249
1&nbr=006422&string=back+AND+pain
Uphold C, Graham M. Clinical Guidelines in Family Practice.
4th ed. Gainesville, Fl: Barmarrae Books Inc; 2003:370-376.
D
EF
IN
E
PR
O
B
LE
M

ID
EN
TI
FY
C
AU
SE
S
MA
KE R
ECOMMENDATIONS
®
9 78 1 25 9 7 3 2645
9 0 0 0 0
www.mhhe.com
ISBN 978-1-259-73264-5
MHID 1-259-73264-9
E
A
N
organizational
behavior

A PRACTICAL, PROBLEM-SOLVING APPROACH
DEVELOPING
EFFECTIVE PROBLEM
SOLVERS TODAY,
VALUED LEADERS
TOMORROW
DEVELOPING EFFECTIVE PROBLEM
SOLVERS TODAY, VALUED LEADERS
TOMORROW
2e
ANGELO
KINICKI
MEL
FUGATE
Angelo Kinicki
Arizona State University
Mel Fugate
University of South Australia
A Practical, Problem-Solving Approach
Second Edition
Organizational
Behavior
ORGANIZATIONAL BEHAVIOR: A PRACTICAL, PROBLEM-

SOLVING APPROACH,
SECOND EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York,
NY 10121. Copyright © 2018 by McGraw-Hill
Education. All rights reserved. Printed in the United States of
America. Previous edition © 2016. No part of this
publication may be reproduced or distributed in any form or by
any means, or stored in a database or retrieval
system, without the prior written consent of McGraw-Hill
Education, including, but not limited to, in any
network or other electronic storage or transmission, or
broadcast for distance learning.
Some ancillaries, including electronic and print components,
may not be available to customers outside the
United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 LMN 21 20 19 18 17
ISBN 978-1-259-73264-5
MHID 1-259-73264-9
ISBN 978-1-259-91546-8 (Instructor’s Edition)
MHID 1-259-91546-8
Chief Product Officer, SVP Products & Markets: G. Scott
Virkler
Vice President, General Manager, Products & Markets: Michael
Ryan
Vice President, Content Design & Delivery: Betsy Whalen
Managing Director: Susan Gouijnstook
Director: Michael Ablassmeir
Director, Product Development: Meghan Campbell
Lead Product Developer: Kelly L. Delso

Content Editor: Elisa Adams
Senior Product Developer: Lai T. Moy
Director of Marketing: Robin Lucas
Senior Market Development Manager: Nicole Young
Marketing Managers: Necco McKinley/Debbie Clare
Editorial Coordinator: Haley Burmeister
Director, Content Design & Delivery: Terri Schiesl
Executive Program Manager: Mary Conzachi
Content Project Managers: Mary Powers /Danielle E. Clement
Buyer: Susan K. Culbertson
Design: Jessica Cuevas
Content Licensing Specialist: Shannon Manderscheid /Ann
Marie Jannette
Cover Image: Sergey Skleznev/iStock/Getty Images
Compositor: Aptara®, Inc.
Printer: LSC Communications
All credits appearing on page or are considered to be an
extension of the copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Kinicki, Angelo, author. | Fugate, Mel, author.
Title: Organizational behavior : a practical, problem-solving
approach /
Angelo Kinicki, Arizona State University, Mel Fugate,
Southern Methodist
University.
Description: Second edition. | New York, NY : McGraw-Hill
Education, [2018]
Identifiers: LCCN 2016046078 | ISBN 9781259732645 (alk.
paper) | ISBN
1259732649 (alk. paper)
Subjects: LCSH: Organizational behavior.
Classification: LCC HD58.7 .K52638 2018 | DDC 658—dc23
LC record available at
https://lccn.loc.gov/2016046078

The Internet addresses listed in the text were accurate at the
time of publication. The inclusion of a website does
not indicate an endorsement by the authors or McGraw-Hill
Education, and McGraw-Hill Education does not
guarantee the accuracy of the information presented at these
sites.
mheducation.com/highered
DEDICATION
To Dr. Doo-Sang Cho, a true friend, my favorite golf partner,
and a great medical doctor.
I treasure our friendship.
— Angelo
I dedicate this work to the many outstanding students in my
career who have made the
teaching aspect of my job so rewarding. It is the high-caliber
students and professionals, like
many of you, who motivate me to always raise my own game. I
also want to thank my sweet
wife, Donna, and my wonderful family. They support me in all
that I do.
— Mel
iv
a

b
o
u
t
th
e
a
u
th
o
rs
journals. His current research interests focus
on the dynamic relationships among leader-
ship; organizational culture; organizational
change; and individual, group, and organiza-
tional performance. Angelo has published over
95 articles in a variety of academic journals
and proceedings and is co-author of eight
textbooks (31 including revisions) that are
used by hundreds of universities around the
world. Several of his books have been trans-
lated into multiple languages, and two of his
books were awarded revisions of the year by
McGraw-Hill.
Angelo is a busy international consultant
and is a principal at Kinicki and Associates,
Inc., a management consulting firm that works
with top management teams to create organi-
zational change aimed at increasing organiza-

tional effectiveness and profitability. He has
worked with many Fortune 500 firms as well
as numerous entrepreneurial organizations in
diverse industries. His expertise includes
facilitating strategic/operational planning
sessions, diagnosing the causes of organiza-
tional and work-unit problems, conducting
organizational culture interventions, imple-
menting performance management systems,
designing and implementing performance
appraisal systems, developing and administer-
ing surveys to assess employee attitudes, and
leading management/executive education
programs. He developed a 3600 leadership
feedback instrument called the Performance
Management Leadership Survey (PMLS) that is
used by companies throughout the world.
Angelo and his wife of 35 years, Joyce,
have enjoyed living in the beautiful Arizona
desert for 34 years. They are both natives of
Cleveland, Ohio. They enjoy traveling, hiking,
and spending time in the White Mountains with
Gracie, their adorable golden retriever. Angelo
also has a passion for golfing.
Angelo Kinicki is an emeritus professor of
management and held the Weatherup/Overby
Chair in Leadership from 2005 to 2015 at the
W.P. Carey School of Business at Arizona State
University. He joined the faculty in 1982, the
year he received his doctorate in business
administration from Kent State University. He
was inducted into the W.P. Carey Faculty Hall
of Fame in 2016.

Angelo is the recipient of six teaching
awards from Arizona State University, where
he taught in its nationally ranked MBA and
PhD programs. He also received several
research awards and was selected to serve on
the editorial review boards for four scholarly
Courtesy of Angelo Kinicki
vABOUT THE AUTHORS
Mel Fugate is an associate professor of
management in the Center for Workplace
Excellence at the University of South Australia.
He teaches executive, MBA, and postgraduate
courses. He has won seven teaching awards
across undergraduate and graduate levels.
Prior to the University of South Australia he
was on the faculty at the Cox School of
Business at Southern Methodist University.
He also has served as a visiting assistant
professor of Organizational Behavior at
Tulane University’s A.B. Freeman College of
Business and the EM Lyon School of Manage-
ment in Lyon, France. Before earning his
PhD in Management from Arizona State
University, Mel performed consulting services
in marketing and business development and
was a sales representative and manager in the
pharmaceutical industry. He also has a BS in
engineering and business administration from
Michigan State University.

Mel’s primary research interests involve
employee reactions to organizational change
and transitions at work. This includes but is not
limited to downsizings, mergers and acquisi-
tions, restructurings, and plant closings.
Another research stream involves the develop-
ment of a dispositional perspective of employ-
ability and its implications for employee
careers and behavior. Current interests also
include the influence of leadership, as well as
the influence of emotions at work, and
organizational culture on performance and the
influence of emotions on behavior at work.
He has published in a number of premier
management and applied psychology journals.
His current consulting work includes many
industries (e.g., health care, legal, energy,
aged care and social services, information
technology, and financial services) and aims
to enhance individual and organizational
performance by utilizing a variety of practical,
research-based tools.
Professor Fugate’s research and comments
have been featured in numerous media
outlets: The Wall Street Journal, The New York
Times, Financial Times, FastCompany, Dallas
Morning News, CNN, Fox, ABC, and NBC.
Mel and his wife, Donna, are both very
active and enjoy fitness, traveling, live music,
and catering to their sweet and savage Jack
Russell terrier, Mila.
Courtesy of Mel Fugate

NEW TO THE SECOND EDITION
Features
In this new edition, we have better integrated the 3-Step
Problem-Solving Approach throughout, as
well as clarified its relationship to the Organizing Framework
for Understanding and Applying OB,
(formerly called the Integrative Framework). You will also see
new boxed features in every chapter:
Connect
In our continuing efforts to help students move from
comprehension to application, and to
ensure they see the personal relevance of OB, we have added
these new application exercises
to our already robust Connect offering:
• Implications for Me/Implications for
Managers explains in direct terms
practical applications of chapter content
from the student’s perspective as an
employee and as a manager.
• OB in Action illustrates OB concepts or
theories in action in the real world,
featuring well-known companies and
individuals.
• Applying OB offers students “how-to”
guidance on applying OB knowledge in
professional and other arenas of their lives.
apply the 3-Step Problem-Solving
Approach on an actual situation affecting

a specific firm (Volkswagen). Because
the case examines issues at the
individual, group, and organizational
levels of analysis at Volkswagen, it can
be used in parts or as a comprehensive
assignment or exam. All told, this activity
presents students with a rich and
practical example to apply their OB
knowledge and problem-solving skills.
• iSeeIt Videos: Brief, contemporary
introductions to key course concepts
that often perplex students, this series
will enhance your student-centered
instruction by offering your students
dynamic illustrations that guide them
through the basics of core OB concepts
such as motivation, leadership,
socialization, and more. The idea behind
the series is if a student came to your
office and asked you to explain one of
these topics in a few minutes, how might
you explain it? Practical and applicable,
consider using these resources before
class as an introduction, during class to
launch your lecture, or even after class
as a summative assessment.
• Problem-Solving Application Case
Analyses: All problem-solving application
mini-cases and end-of-chapter cases are
now assignable as case analyses in
Connect. These exercises give students
the opportunity to analyze a situation
and to apply the 3-Step Problem-Solving
Approach. Student knowledge and

proficiency are assessed using high-level
multiple-choice questions that focus on
both the problem-solving approach and
on the key topics of each chapter.
• Self-Assessments: Self-awareness is
a fundamental aspect of professional
and personal development. Our 90
researched-based self-assessments give
students frequent opportunities to see
how organizational behavioral concepts
apply to them personally. New to this
edition is structured feedback that explains
how students should interpret their scores.
This feedback is followed immediately by
self-reflection quizzes that assess students’
understanding of the characteristics being
measured and the action steps they may
want to take for improvement.
• Cumulative Case: This capstone activity
provides students the opportunity to
We are pleased to share these exciting updates and new
additions to the second edition of Organizational Behavior!
vi
viiNEW TO THE SECOND EDITION
CHAPTER 1
• Clarified explanation of the problem-
solving approach, more accurately framing

it as a 3-step versus a 3-stop approach.
• Clarified the purpose and function of the
Organizing Framework for Understanding
and Applying OB, adding a new section
that summarizes the framework. Included
a comprehensive application of the
framework focusing on how to solve the
problem of employee turnover.
• Refined and increased focus on the
career implications of OB and the
importance of self-awareness.
• Expanded and updated coverage of
cheating and the importance of ethics for
employees and employers, as well as
added a new section on the ethics of
applying for jobs.
• Expanded and refined treatment of
person–situation distinction (instead of
person–environment).
CHAPTER 2
• Restructured content on Schwartz’s
value theory.
• Created new applications for putting
Ajzen’s theory of planned behavior into
action.
• Included new research on outcomes
associated with employee engagement.

• Provided new data on U.S. levels of job
satisfaction.
• Updated statistics on telecommuting.
• Added a new section on accounting/
financial performance and customer
service/satisfaction as outcomes of job
satisfaction.
CHAPTER 3
• Added new material related to proactivity
and entrepreneurship, including multiple
new examples.
• Added new section on introversion, its
prevalence, and how to thrive as an
introvert at work.
• Expanded discussion and new treatment
of personality testing at work, including
reasons, prevalence, performance,
technology and methods, and advice.
• Revised section on emotional
intelligence (EI), including new Figure 3.5
that summarizes the relationships
between EI and various individual
differences and outcomes, and a take-
away application on EI.
CHAPTER 4
• Added a new Section 4.1, “Person
Perception.”

• Updated research on stereotypes.
• Updated coverage of diversity, including
new discussion of assumptions about
diversity, demographic statistics
regarding workforce diversity, barriers to
managing diversity, and how companies
are responding to diversity challenges.
• Updated research on affirmative action.
• Expanded discussion of LGBT to include
LGBTQ.
• Provided new examples of how
companies are managing millenials.
• Added a new subsection to Section 4.5
titled “Education Levels: Mismatch
between Education and Organizational
Needs.”
CHAPTER 5
• Provided a new illustration of extrinsic
motivation.
• Added new examples to illustrate such
key theories as Maslow’s theory,
acquired-needs theory, self-
determination theory, equity theory.
• Updated research on equity and justice
theories.
• Added new discussion on the role of

goal setting in VW emissions scandal.
• Included a new example to illustrate
application of the job characteristics
model.
• Updated research on job design, job
crafting, and ideals.
Chapters
In each chapter we have refreshed examples, research, figures,
tables, statistics, and photos, as
well as streamlined design to ease navigation and improved
readability. We have also largely
replaced the topics in such popular features as Winning at
Work, Legal/Ethical Challenges, Problem-
Solving Application Mini-Cases, and Problem-Solving
Application Cases. While the following list does
not encompass all the updates and revisions, it does highlight
some of the more notable changes.
viii NEW TO THE SECOND EDITION
CHAPTER 6
• Updated statistics related to negative
perceptions and flaws associated with
performance management practices.
• Dramatically revised section on
feedback: new coverage of why we don’t
get and give more more feedback, the
value of feedback, who seeks it, who
doesn’t, and whether that matters,

when to use positive versus negative
feedback, and trends in feedback today.
• Expanded section on the practices and
benefits of exit and stay interviews.
• Revised section on reward distribution
criteria.
• Added new section on alternatives to
money and promotions.
• Added new section pertaining to why
rewards often fail to motivate, including a
new Take-Away Application.
• Restructured section on pay for
performance, including coverage of
piece rate, commissions, aligning
objectives and awards.
• Added new section on how to make pay
for performance work.
CHAPTER 7
• New model in Section 7.1 to frame the
entire chapter, titled “A Framework of
Positive OB.”
• Updated the section titled “Doing Well
and Doing Good.”
• Added a new section on “positive
emotions are contagious.”

• Added new material and research on
mindfulness, including examples of
applications of corporate mindfulness.
• Updated the section titled “Hope =
Willpower + Waypower.”
• Added a new section on signature
strengths.
• Deepened coverage of positive climates
and added new examples of practices
that promote positive climates.
CHAPTER 8
• Significantly revised content related to
roles and norms.
• Added new section and material related
to punctuated equilibrium.
• Added and updated material related to
different types of teams—projects teams,
work teams, cross-functional, self-
managed, and virtual.
• Added a section on team
interdependence.
• Revised content related to social loafing.
• Significantly revised introduction to trust.
• Completely revamped introduction to
team effectiveness.

• Completely revised section related to
collaboration and team rewards, including
a new table and how to reward teams.
• Dramatically revised sections related to
self-managed and cross-functional teams.
• Updated and expanded treatment of
virtual teams.
CHAPTER 9
• Revised section on selecting the right
communication medium, including new
content related to media richness and
situation complexity.
• Added a set of practical tips for
improving nonverbal communication.
• Added a new brief explanation of the
neuroscience explanation of defensiveness.
• Added a new section on empathy and its
role in communication.
• Updated material on generational
differences around the role of digital
devices and communication
expectations and norms.
• Completely revamped section on cost of
social media with new statistics,
implications, and examples.

• Added examples and figure related to
crowdsourcing.
• Revised highly practical content related to
use of e-mail and managing it
productively.
• Expanded section and inserted new
material related to social media and
privacy at work.
• Added new material related to social
media etiquette (cell-phone use) and
videoconferencing.
• Substantially revised section related to
crucial conversations, including a new
Take-Away Application.
CHAPTER 10
• Added a new self-assessment opener
related to interpersonal conflict
tendencies.
ixNEW TO THE SECOND EDITION
• Completely restructured Section 10.1
addressing functional/dysfunctional
conflict, causes, escalation, and why
people avoid conflict.
• Rewrote the section on why people
avoid conflict.

• Substantially revised section on
personality conflicts.
• Enhanced and updated section on
psychological safety climate.
• Added new material on conflict spillover
effects.
• Updated section on bullying and cyber
bullying and harassment.
• Significantly updated section on
work–family conflict, including examples
of Sheryl Sandberg (Facebook) and
Anne-Marie Slaughter (formerly with US
State Department).
• Added section on when to avoid
conflict.
• Rewrote section on alternative dispute
resolution, including the benefits of
these approaches and a new table on
various forms.
• Drastically changed the section on
negotiation to reflect more current
approaches—position versus interest-
based, including a new table and “how
to apply” section.
CHAPTER 11
• Added a new section on Kahneman’s

two ways of thinking.
• Added new data on use of heuristics by
physicians.
• Added new examples of bounded
rationality, intuition, use of big data,
analytical decision making, and
creativity.
• Added new statistics about use of big
data.
• Provided data on data analytic jobs and
majors.
• Added new examples on group decision
making.
• Added new and updated material on
creativity, including examples on
fostering creative behavior, discussion of
person and situation factors affecting
creativity, practical recommendations for
increasing creativity, and the use of
extrinsic rewards on creativity.
CHAPTER 12
• Revised and enhanced material related
to positive and negative legitimate
power.
• Updated nearly all examples related to
bases of power.

• Revised section on psychological
empowerment at the team and
organizational levels.
• Added new section on influence in
virtual teams, including influence tactics
particular to this context.
• Substantially restructured section on
political tactics, including opening with a
self-assessment, new sections on “When
Politics Are Good” and “When Politics
Are Bad.”
• Expanded explanation of blame and
politics to include the implications for
entrepreneurs.
• Added new section on using politics to
tour advantage.
• Restructured and revised section on
good impressions, including a new table
for how to make a good first impression.
• Added new section on impression
management and job interviews,
including deception detection and
interviewers impressing interviewees.
• Modified and refocused content related
to apologies.
• Added new section on ethics and
impression management.

CHAPTER 13
• Added new statistics on why leadership
is critical in today’s organizations.
• Added new research and examples of
leadership prototypes.
• Added new material on “global
mind-set.”
• Updated research on leadership traits
and task and relational leadership.
• Updated material on the four ways of
creating psychological empowerment,
using Jeff Bezos as the example.
• Added new section on ethical
leadership.
• Added new list of suggestions for
dealing with a passive leader.
• Added new key-term material on all
components of Fiedler’s theory.
NEW TO THE SECOND EDITIONx
• Revised material on transformational
leadership, including updated research
and new illustrations of the four key
behaviors associated with
transformational leadership.

• Updated research on transformational
leadership and leader-member
exchange.
• Added new section on humility.
CHAPTER 14
• Added new illustrations on the
importance of organizational culture.
• Added illustrations on the four cultural
types in the competing values
framework.
• Added new table summarizing
meta-analytic research on organizational
culture.
• Added practical lessons from
organizational culture research.
• Added new section on subcultures.
• Added examples for the 12 ways to
change organizational culture.
• Included examples for the three stages
of socialization.
• Added sections on the phases and
benefits of mentoring.
• Added new section on how human and
social capital enhance the benefits of

mentoring.
CHAPTER 15
• Added new tips for working virtually.
• Updated research on learning
organizations.
• Added discussion of how to improve
organizational learning.
• Added illustrations of the seven types of
organizational structure.
• Added section on contingency design
and internal alignment, which includes
new material on contingency factors, the
six organizational characteristics of
internal alignment, and how to apply the
material.
• Added new section on assessing
organizational effectiveness, which
includes new material on the balanced
scorecard: a dashboard-based
approach to measuring organizational
effectiveness; strategy mapping:
visual representation of the path to
organizational effectiveness using Dr.
Pepper Snapple Group as an example.
• Added a section on organizational
innovation, which includes new material
on approaches toward innovation,
characteristics of an innovation system,
four agility techniques, and office design.

CHAPTER 16
• Completely updated section on external
and internal forces for change, using
new content and examples.
• Revamped an OB in Action feature
related to Cisco Systems.
• Restructured and rewrote section on
resistance to change, including new
table on common pitfalls of change
agents and OB in Action feature—
“Should a New Leader Clean House?”
• Revised material on stress, which
includes a refocus on job stress and
updated content related to good and
bad stress.
• Updated content on fatigue along with
statistics and the problems associated
with presenteeism.
• Added new closing section that pulls
together topics of change and stress.
xi
p
re
fa

ce
∙ “I want a good job, one that I like and is
fulfilling. How do I know which job and
company are a good fit for me?”
∙ “I know that this job and company provide
good opportunities for me, but what can I
do to be sure I actually realize these
opportunities?”
∙ “I can’t stand my job, but I need the money.
Should I talk to my boss or just quit?”
∙ “I am taking a class with 50 percent of the
grade due to teamwork. My team has four
members and two of us are doing all the
work. I’ve been talking to the team, but the
two members still aren’t doing their share.
I am at a loss for what to do.”
∙ “How do I negotiate a salary and benefits for
my new job, or a raise for the one I have?”
Each of these scenarios presents a problem.
We all are faced with problems every day, and
our ability to solve problems can set us apart
from others in our jobs and careers. In fact,
surveys consistently show that problem solving
is one of the skills most valued by employers.
For this reason, we designed Organizational
Behavior, 2e, to help students become more
effective problem solvers. Students who are ef-
fective problem solvers today become valued
leaders tomorrow.

The second edition of Organizational Be-
havior relies on three key strategies to help
students use OB knowledge to solve problems:
∙ Consistent 3-Step Problem-Solving
Approach.
∙ Applied, practical features.
∙ User-centric design.
3-Step Problem-Solving Approach
Given problem solving is one of the skills most
sought by employers, we help students develop
instead of hone this skill. We teach them to use
a 3-Step Problem-Solving Approach—
(1) define the problem, (2) identify the causes,
and (3) implement a solution. This approach is
introduced in Chapter One and used multiple
times in each subsequent chapter. To comple-
ment the 3-Step Approach, we also developed
the new Organizing Framework for Under-
standing and Applying OB. This framework
is used in two ways. First, it provides students
a means for organizing OB concepts into three
categories (inputs, processes, and outcomes)
as they learn them. This facilitates student
learning and shows how concepts relate to
each other. Second, it is an important and com-
plementary tool for problem solving. Problems
are often defined in terms of outcomes in the
Organizing Framework, and the causes are
commonly found in the inputs and processes
elements. Students use this framework in every
chapter to solve problems confronted by real
organizations and employees.

We provide many opportunities for students
to practice using the 3-Step Problem-Solving
Approach. Problem-Solving Application Mini-
Cases are inserted throughout each chapter.
These provide numerous opportunities for
students to apply their OB knowledge and
practice their problem solving skills to
real companies and people. The longer
Problem-Solving Application Case at the
end of each chapter presents more complex
and current business cases containing one or
more problems that illustrate OB concepts in-
cluded in a particular chapter. A version of the
Organizing Framework is presented in each
chapter and is populated with relevant con-
cepts from that chapter, which students then
use to define and solve problems presented in
the various features. This capstone Cumulative
Case activity provides students the opportu-
nity to apply the 3-Step Problem-Solving
Approach on an actual situation affecting a
specific firm (Volkswagen).
We carry the 3-Step Problem-Solving …
1/14/2021 Walmart's values come under scrutiny | Management
homework help
https://www.homeworkmarket.com/files/organizationalbehaviou
rtextbook-pdf-7001823 1/852
HomeworkMarket
0

OrganizationalBehaviourTextbook.pdf
Angelo Kinicki
Behavior Organizational
3e
Angelo Kinicki Arizona State University
Kent State University
Organizational Behavior
Third Edition
ORGANIZATIONAL BEHAVIOR: A PRACTICAL, PROBLEM-
SOLVING APPROACH, THIRD EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York,
NY 10121. Copyright © 2021 by
McGraw-Hill Education. All rights reserved. Printed in the
United States of America. Previous editions ©
2018 and 2016. No part of this publication may be reproduced
or distributed in any form or by any
means, or stored in a database or retrieval system, without the
prior written consent of McGraw-Hill
Education, including, but not limited to, in any network or other
electronic storage or transmission, or
broadcast for distance learning.
Some ancillaries, including electronic and print components,

may not be available to customers outside
the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 LWI 24 23 22 21 20
ISBN 978-1-260-07507-6 (bound edition) MHID 1-260-07507-9
(bound edition) ISBN 978-1-260-51625-
8 (loose-leaf edition) MHID 1-260-51625-3 (loose-leaf edition)
Executive Portfolio Manager: Michael Ablassmeir Lead Product
Developer: Kelly Delso Product
Developer: Anne Ehrenworth Executive Marketing Manager:
Debbie Clare Content Project Managers:
Harvey Yep (Core) / Keri Johnson (Assessment) Buyer: Susan
K. Culbertson Design: Matt Diamond
Content Licensing Specialist: Carrie Burger Cover Image: ©
malerapaso/Getty Images Compositor:
Aptara®, Inc.
WALMART'S VALUES CO
https://www.homeworkmarket.com/
https://www.homeworkmarket.com/questions/walmarts-values-
come-under-scrutiny-19973207
homework help
All credits appearing on page or at the end of the book are
considered to be an extension of the

copyright page.
Library of Congress Control Number: 2019920084
The Internet addresses listed in the text were accurate at the
time of publication. The inclusion of a
website does not indicate an endorsement by the authors or
McGraw-Hill Education, and McGraw-Hill
Education does not guarantee the accuracy of the information
presented at these sites.
mheducation.com/highered
DEDICATION To the thousands of students I encountered
during my career. Thank you for making me
a better teacher and writer.
— Angelo
iv
ab ou
t t he
a ut
ho r nizational performance. Angelo has published over 95
articles in a variety of academic journals
and proceedings and is co-author of eight textbooks (32
including revisions) that are used by
hundreds of universities around the world. Several of his books
have been translated into multiple
languages, and two of his books were awarded revisions of the
year by McGraw-Hill. Angelo also was

identified as being among the top 100 most influential (top .6%)
Organizational Behavior authors in
2018 out of a total of 16,289 academics.
Angelo is a busy international consultant and is a principal at
Kinicki and Associates, Inc., a
management consulting firm that works with top management
teams to create organizational change
aimed at increasing organizational effectiveness and
profitability. He has worked with many Fortune
500 firms as well as numerous entrepreneurial organizations in
diverse industries. His expertise
includes facilitating strategic/ operational planning sessions,
diagnosing the causes of organizational
and work-unit problems, conducting organizati onal culture
interventions, implementing performance
management systems, designing and implementing
performance appraisal systems, developing and
administering surveys to assess employee attitudes, and lead-
ing management/executive education
programs. He developed a 3600 leadership feedback instrument
called the Performance Management
Leadership Survey (PMLS) that is used by companies
throughout the world.
Angelo and his wife of 37 years, Joyce, have enjoyed living in
the beautiful Arizona desert for 36 years.
They are both natives of Cleveland, Ohio. They enjoy traveling,
hiking, and spending time in the White
Mountains with Gracie, their adorable golden retriever. Angelo
also has a passion for golfing.
Angelo Kinicki is an emeritus professor of management and
held the Weatherup/Overby Chair in
Leadership from 2005 to 2015 at the W.P. Carey School of
Business at Arizona State University. He

joined the faculty in 1982, the year he received his doctorate in
business administration from Kent State
University. He was inducted into the W.P. Carey Faculty Hall of
Fame in 2016. Angelo currently is the
Dean’s Scholar in Residence at Kent State University. He is
teaching in the MBA program and serves
on the Dean’s National Advisory Board.
Angelo is the recipient of six teaching awards from Arizona
State University, where he taught in its
nationally ranked MBA and PhD programs. He also received
several research awards and was
selected to serve on the editorial review boards for four
scholarly journals. His current research
homework help
interests focus on the dynamic relationships among leadership;
organizational culture; organizational
change; and individual, group, and orga-
Courtesy of Angelo Kinicki
v
ne w
to th
e th

ird e
di tio
nwe have included a variety of new exercises to our already
robust Connect offering:• Problem-Solving
Application Case Analyses: All problem-solving application
mini-cases and end-of-chapter cases are
now assignable as case analyses in Connect. These exercises
give students the opportunity to analyze
a situation and to apply the 3-Step Problem- Solving Approach.
Student knowledge and proficiency are
assessed using high-level multiple-choice questions that focus
on both the problem-solving approach
and on the key topics of each chapter.
• Application-Based Activities: Students can gain valuable
practice using problem- solving skills to
apply their knowledge to realistic scenarios. Included in this
edition are two types of Application-Based
Activities: Role-Playing mini-simulations that allow students to
make decisions and see, in real time, the
impact of those decisions; and Self-Assessments, which are
research-based surveys that students can
take to gain further introspection into how organizational
behavioral concepts apply to them.
• Cumulative Case: This capstone activity provides students the
opportunity to apply the 3-Step
Problem-Solving Approach on an actual situation affecting a
specific firm (Tesla). Because the case
examines issues at the individual, group, and organizational
levels of analysis at Tesla, it can be used
in parts or as a comprehensive assignment or exam. All told,
this activity presents students with a rich

and practical example to apply their OB knowledge and
problem- solving skills.
• iSeeIt Videos: Brief, contemporary introductions to key
course concepts that often perplex students,
this series will enhance your student-centered instruction by
offering your students dynamic
illustrations that guide them through the basics of core OB
concepts such as motivation, leadership,
socialization, and more.
• Manager’s Hot Seat Videos: These vignettes allow students to
assume the role of a manager as
they immerse themselves in real-life situations. Students see
how managers deal with employees and
complex issues, and use critical-thinking skills in defining their
approach and course of action--while
learning from the manager’s mistakes.
We are pleased to share these exciting updates and new
additions to the third edition of Organizational
Behavior!
Features In this new edition, we have better integrated the 3-
Step Problem-Solving Approach through-
out, and clarified its relationship to the Orga- nizing Framework
for Understanding and Applying OB. In
addition:
• Winning at Work boxes at the beginning of every chapter offer
career-readiness guidance for
students on a variety of timely, pertinent topics.
• OB in Action boxes illustrate OB concepts or theories in
action in the real world, featuring well-known
companies and individuals.

homework help
https://www.homeworkmarket.com/files/or ganizationalbehaviou
• Applying OB boxes offer students “how-to” guidance on
applying OB knowledge in their lives. The
importance of career readiness is stressed in many of these
boxes throughout the book, indicated with
a “Career Readiness” label.
• Problem-Solving Application boxes provide a minicase for
students to analyze, using the 3-Step
Problem-Solving Approach.
• Takeaways for Me and Takeaways for Managers conclude each
chapter, explaining in direct terms
practical applications of the chapter content from the student’s
perspective as an employee and a
manager.
• Problem-Solving Application Cases at the end of each chapter
provide a complex and current case
with one or more problems that pertain to concepts discussed i n
the chapter.
• Legal/Ethical Challenges provide a conclud- ing exercise in
each chapter and ask students to
choose from several courses of action or invent their own to
resolve a business situation involving
ethics at work.

Connect In our continuing efforts to help students move from
comprehension to application, and to
ensure they see the personal relevance of OB,
vi NEW TO THE THIRD EDITION
Chapters In each chapter we have refreshed examples, research,
figures, tables, statistics, and photos,
as well as streamlined design to ease navigation and improve
readability. We have also largely
replaced the topics in such popular features as Winning at
Work, Legal/Ethical Challenges, Problem-
Solving Application mini cases, and Problem-Solving
Application Cases. New in this edition, each
chapter concludes with a section entitled “Making
Connections,” in which we provide a list of specific
applications of chapter content for students and managers.
Beyond these valuable changes, the
following outlines some of the more notable changes by chapter.
CHAPTER 1 • New content on the implications of OB for
students’ jobs and careers.
• Expanded and enhanced section on ethics, including expanded
treatment on the prevalence of
cheating and other forms of unethi- cal conduct at school and
work; revised and further developed
section on ethical dilem- mas and whistleblowers; revised and
enhanced content on the importance of
soft versus hard skills; expanded explanation of the importance
of self-awareness for personal
development and job and career success.
• Updated survey results outlining skills most sought by
employers.

• New Winning at Work feature provides insight and guidance
on how to deal with challenges in the
hiring process, including the growing role of artificial
intelligence and how to effectively get past these
virtual gatekeepers.
• New Applying OB feature on how self- awareness can help
one build a fulfilling career.
• Updated and refined the 3-Step Approach to Solving Problems
Using OB.
CHAPTER 2 • New content on the factors that shape the
values of Generation Z; increasing employee commitment, with
best practices used by Hilton,
Salesforce, and Cisco.
• New examples clarify content about Schwartz’s value theory
and explain cognitive dissonance.
• Updated statistics on employee engagement around the world;
new data on employee
homework help
satisfaction in the U.S.; new statistics on telecommuting; new
research on accounting/ financial
performance and customer service/satisfaction as outcomes of

job satisfaction.
• New Winning at Work feature on creating your own sense of
employee engagement.
• New Problem-Solving Application features on McDonald’s
workers protesting sexual harassment at
work; Netflix’s approach to sexual harassment in the workplace.
• New OB in Action feature on how companies foster
employee engagement.
• New Applying OB features on ways to implement
telecommuting for employees; using job satisfaction
to reduce employee turnover.
• New end-of-chapter Problem-Solving Application Case on
Walmart’s values under scrutiny.
CHAPTER 3 • New section on the dark side of personal-
ity, the dark triad: narcissism, psychopathy, and
Machiavellianism; new coverage of emotional
intelligence, including the most recent research and ways in
which to develop one’s EI; new content on
the potential and actual success of introverts in the workplace;
new content on how to manage
emotions during the job search process.
• Expanded section on brain training, using current research
findings and applications; streamlined
treatment of multiple intelligences with new, compelling
examples; updated and streamlined material
related to core self-evaluations.
• Updated research and practical implications of intelligences,

linking Big 5 personality dimensions to
performance.
• New Winning at Work feature illustrating the career
implications of OB, with guidance on which
interview questions students should be prepared to answer and
ask.
• New Applying OB features on what to look for in a manager;
managing emotions during the job
search.
• New OB in Action features on intelligence testing; one of the
richest self-made women in America
(who also epitomizes self- efficacy).
vii
research and examples on job design, job crafting, and i -deals.
• New Winning at Work feature on how to negotiate for a pay
raise at work.
• New Problem-Solving Applications about employee benefits at
Walmart; symphony orchestra
members going on strike.
• New OB in Action feature about job swap- ping and job
rotation opportunities.
• New end-of-chapter Problem-Solving Appli- cation Case on
why Amazon workers are not feeling
motivated.
• New Legal/Ethical Challenge about whether Sears executives
should receive bonuses while taking

the company through bankruptcy.
CHAPTER 6 • New content on the primary outputs and
functions of performance management; applied goalsetting to
jobs and careers; the major reasons
performance management is criticized; the growing role of
technology in performance management;
contemporary performance management, highlighting that it is
now continual and includes more
coaching and ongoing feedback; how to improve performance
monitoring.
homework help
• Revised Winning at Work feature on best practices for
productivity.
• New Applying OB features on goal-setting; responding to
negative feedback; effective coaching.
• New OB in Action features on ID checks; monitoring for
performance; com- pensation.
• New Problem-Solving Application on incen- tivizing teachers
in one underperforming school district.
• New end-of-chapter Problem-Solving Application Case on the
consequences resulting from Wells
Fargo’s use of incentives.

• New Legal/Ethical Challenge on the practice of employers’
asking about current salary.
CHAPTER 7 • New content on positive and negative
deviance; how students can increase their
• New Problem-Solving Application on Uber’s former CEO,
Travis Kalanick.
fall of John Schnatter, founder of Papa
John’s Pizza.
• New Legal/Ethical Challenge on drug testing with the recent
legalization of marijuana in some states.
CHAPTER 4 • New, expanded discussion and illustration
of the four stages of social perception; new content on
diversity, including new discussion of
assumptions about diversity and new examples about the use of
quotas when it comes to hiring
practices; new example to elaborate on the self-serving bias.
• New research on how a person’s appear- ance affects our
perception and their ability to get hired;
updated research on stereotypes; new results of gender
research; updated trends and statistics
related to diversity, including the topic of pay equity for men
and women and research on unwel-
coming workplace environments.
• New Applying OB features on developing cultural awareness
to enhance perception; the best

companies for Millennial workers.
• New OB in Action features on the use of virtual technologies
for job interviews and recruit- ment;
how U.S. companies are using product design to reach a diverse
customer base.
• New Problem-Solving Application about firefighters suing for
age discrimination.
• Updated end-of-chapter Problem-Solving Application Case on
the diversity profile of technology
companies.
• New Legal/Ethical Challenge about patient requests versus
employees’ civil rights.
CHAPTER 5 • New content on equity sensitivity.
• New illustrations of extrinsic and intrinsic motivation; new
examples to illustrate key theories including
Maslow’s theory, self- determination theory, and equity/justice
theory; new examples to illustrate the
concept of goal setting and the application of the job
characteristics model.
• New research on employees’ opinions about performance
feedback and pay; updated
NEW TO THE THIRD EDITION
viii
• Expanded and refined content on team effectiveness, including
new material on the characteristics of
high performing teams and how to use conflict to improve

teamwork.
homework help
• Revised and expanded research and application related to
social-loafing (how to prevent and
overcome it); updated research and content on team adaptive
capacity.
• New Applying OB features on cultivating cohesiveness to
improve the function of groups and teams;
the benefits of microinternships for both employers and
students.
• New OB in Action features on how T-Mobile has changed
their customer service approach by working
in teams; how conflict and tension can be the key to better
teams.
predicaments that Boeing faces with its
737 Max airliner.
CHAPTER 9 • New content on media richness; social
listening; generational differences regarding the role of digital
devices and communication
expectations and norms; social media and OB.
• New subsection on phubbing (phone snubbing) and FOMO

(fear of losing out); new discussion on
nondefensive communication.
• New research on media richness, managers’ use of empathy;
tips on managing e-mail; statistics on
social media and OB.
• New OB in Action features on communication transparency
at a skin-care company; how empathy is
good for business; crowdsourcing success stories at Lego and
Frito- Lay.
• New Applying OB feature on how to ace a video job
interview.
• New end-of-chapter Problem-Solving Application Case about
United Airlines’ turbulent
communications strategy.
• New Legal/Ethical Challenge on whether social media posts
impact the cost of life insurance
premiums.
flourishing at school; turning rejection in the job search process
into positive motivation.
• Updated and expanded section on doing well and doing good,
including three quali- fying criteria and
further development of how this occurs across levels of OB (
individual, group, and organizational);
expanded material on how to insert more positivity in one’s
work; organizational climate; revised
material on the history and current role of positivity in OB;
prosocial behaviors.
• Refined, updated, and expanded research, applications, and

benefits of mindfulness at work; updated
research and applications of resilience, optimism, and signature
strengths at work.
• New Winning at Work feature on boosting performance with
productivity.
• New Applying OB features on how managing internal
responses can improve performance; boosting
positivity with a fun work environment; fostering positive
candidate experi- ences during job
interviews.
• New OB in Action features on socially- responsible investing;
mindfulness at major healthcare,
biotech, and industrial companies; employee wellness via
resistance training at a major health
system; how one fast-casual health food business fosters posi-
tive culture
• New Problem-Solving Application on Amazon’s acquisition of
Whole Foods and reckoning of the two
companies’ values.
how aggressive marketing created an
opioid epidemic.
• New Legal/Ethical Challenge on hiring those with criminal
pasts.
homework help

CHAPTER 8 • New section differentiating groups
and teams using three characteristics: dependence,
accountability, and time.
• Revised and updated content on formal and informal groups
and their respective functions; group
and team norms; types of teams, especially related to virtual
team challenges and solutions; updated
and expanded content on trust: what it is, why it is important,
and how to repair it when damaged.
ix
new research on the importance of creativity and curiosity
within organizations.
• New Winning at Work feature about how to practice critical
thinking skills for decision making.
• New OB in Action features on improving an airport terminal
under bounded rationality; how big data
helps advance the health care industry; how shaking up your
routine may spark creativity.
• New Problem-Solving Application on how cognitive bias was
partly to blame for California’s
devastating wildfires.
Airbus’s decision to cease production of its

A380 airliner.
• New Legal/Ethical Challenge on whether college students
should be expelled if their parents cheated
to get them into school.
CHAPTER 12 • Revised content on common influence
tactics, including current and compelling examples of students,
#MeToo, and employees; political
tactics, highlighting the increasing activism by employees,
students, and other groups; political
behavior, uncer- tainty, performance, and change; the tactic of
blame and levels of political action;
apologies—when and how to use them effectively.
• Updated and expanded research on the five bases of power,
with a focus on negative legitimate and
referent power.
• New Applying OB features on social media influencers;
etiquette in the hiring process; body art in the
workplace.
• New OB in Action features on giving tax breaks and other
incentives to billion-dollar companies;
employee activism; the effects of student activism on companies
and corporations.
Nike and the MeToo Movement.
• New Legal/Ethical Challenge on companies who impose their
leaders’ values on employees.
CHAPTER 10 • New section on harassment—what it is and

how to prevent it at work.
• New content on functional versus dysfunctional conflict:
causes and outcomes; intergroup conflict
material; creating the climate for psychological safety; framing
negotiation as a skill, task, or even a
game— with the goal of improving your attitude related to
negotiation and thus improving the
outcomes.
• Revised and updated content related to conflict avoidance,
including reasons why people avoid
conflict, how to avoid avoiding conflict, and the desired
outcomes of conflict management.
• Expanded and updated sections related to work-life conflict,
with a new focus on har- mony or
integration of life’s; modern conflict at work; civility at work,
including its forms, prevalence, and costs;
homework help
https://www.homeworkmarket.com/files/organizationalbe haviou
programming functional conflict and conflict handling styles;
ethics and negotiations.
• New Applying OB features on how to explain your departure
from one job while interviewing for
another; psychological safety at Google; how to ask for a larger
s alary or a raise.

• New OB in Action features on dealing with conflict; the battle
between two unions involved in the
creation of shows and movies.
• New Problem-Solving Application on the Fair Food Program.
• New Problem-Solving Application Case on Facebook’s
struggles with protection of data and privacy.
• New Legal/Ethical Challenge on arbitration versus litigation.
CHAPTER 11 • New section on artificial intelligence and its
increasing use in decision making.
• Expanded discussion of Kahneman’s two ways of thinking;
updated information on data analytic jobs
and majors; new examples for the four types of decision-
making styles; new examples of bounded
rationality, intuition, big data, analytical decision making, and
creativity.
• New data on use of heuristics by physicians; new statistics
about use of big data;
x
• New Applying OB feature about key strategies for
cultivating a network and mentoring relationship.
the culture clashes at Ford Motor
Company.

CHAPTER 15 • New introductory section and illustration
that provide an overview of how organizational structure and
innovation impact organizational
effectiveness.
• Shifted discussion of assessing organizational effectiveness
to the end of the chapter to provide a
clearer link between implementing organizational design and
evaluating its effectiveness using various
metrics, including the Balanced Scorecard.
• Updated examples on learning organizations; the seven types
of organizational structure; innovation
in organizations.
• New research on the effects of open-office design on
individual, group, and organizational
outcomes; updated research related to learning organizations
and innovation in organizations.
• New Problem-Solving Applications about gig workers’
growing influence in the labor market; AMD and
its struggles to innovate.
one major book- seller and the
challenges it faces to stay in business.
• Updated Legal/Ethical Challenge about universities’ tax-
exempt status and the response from their
local communities.
CHAPTER 16 • New section on confronting and effectively

overcoming failures at work.
homework help
• New material contrasting fatigue versus tiredness and
consequences at work; the role and
characteristics of change agents; tips on overcoming resistance
to change.
• Revised and expanded content on forces for change; updated
material on using missions to motivate
change; revised content on resistance to change—its causes and
how to overcome it; revised content
on stress at work, including statistics, causes, and costs.
CHAPTER 13 • New section on abusive supervision and
what strategies organizations can implement to eliminate such
behavior.
• New content on the leadership model developed by Kouzes
and Posner; the four ways of creating
psychological empowerment; the four behaviors demonstrated
by transformational leaders.
• New statistics on why leadership is so important in today’s
organizations; new research on leadership
traits and task and relational leadership; new research about
leader- member exchange model of
leadership.

• New OB in Action features on how one university used task
leadership to help reclaim the national
college football championship; abusive leadership at a local
pharmacy.
• New Problem-Solving Application on Barnes & Noble’s search
for a new CEO.
Elon Musk and his leadership behavior.
• New Legal/Ethical Challenge on whether store managers
should force employees to pierce childrens’
ears against their wishes.
CHAPTER 14 • Expanded discussion of sustainability as a
key driver of organizational success.
• New examples for the three levels of organizational culture;
the four cultural types in the competing
values framework; the 12 mechanisms …

Page 6 dr. daphnie bharadwasample comprehensive soap ja

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Page 6 dr. daphnie bharadwasample comprehensive soap ja

Similar to Page 6 dr. daphnie bharadwasample comprehensive soap ja (20)

More from ssuser562afc1

More from ssuser562afc1 (20)

Recently uploaded

Recently uploaded (20)

Page 6 dr. daphnie bharadwasample comprehensive soap ja