#moodle dashboard

[winklix]

Custom E-Learning Platforms: Building the Future of Education

The global education landscape has undergone a dramatic transformation in recent years. From traditional classrooms to virtual learning environments, technology has redefined how knowledge is delivered and consumed. At the heart of this revolution lies the rise of custom e-learning platforms—tailored digital solutions that empower educators, engage learners, and redefine the learning experience.

As schools, universities, and corporate training programs increasingly move online, the demand for personalized, scalable, and interactive learning systems is surging. This is where partnering with a custom software development company in London becomes not just valuable, but essential.

In this blog, we explore how custom e-learning platforms are shaping the future of education and why businesses and institutions are turning to top software development companies in London to bring these platforms to life.

Why Custom E-Learning Platforms Matter

Off-the-shelf learning management systems (LMS) like Moodle or Canvas can be useful, but they often lack the flexibility and personalization needed for today’s dynamic learning environments. Every educational institution or business has unique needs—whether it's curriculum design, gamification features, compliance tracking, or integrations with internal tools.

A custom e-learning platform is built specifically for your goals, audience, and content. It can include:

Personalized learning paths

Interactive modules

Advanced analytics

Multilingual support

AI-driven assessments

Accessibility features

Seamless integration with third-party tools (like Zoom, Teams, or Salesforce)

By working with a software development company in London, educational organisations can build systems that are more aligned with their vision and more impactful for their learners.

Key Benefits of Custom E-Learning Platforms

1. Tailored Learning Experience

Custom platforms allow educational institutions and training providers to control the entire learning journey—from branding and UX design to course structure and content delivery. This results in a more engaging and effective experience for learners.

2. Scalability and Flexibility

Unlike generic platforms, custom-built systems can scale easily as your organisation grows. Whether you're onboarding thousands of students or launching new courses across departments, your platform will adapt seamlessly.

3. Enhanced Engagement

Gamification, simulations, AI chatbots, leaderboards, and discussion boards—all these features boost learner engagement and retention. A custom software development company in London can incorporate these tools based on your audience’s preferences.

4. Better Data and Insights

With a custom solution, you get control over data collection and reporting. Analytics dashboards can be tailored to track specific KPIs—such as course completion rates, learner progress, or engagement levels.

5. Integration with Existing Systems

From HR software to content repositories and CRM platforms, custom e-learning solutions integrate easily with your existing ecosystem—creating a smoother user experience for administrators and learners alike.

Essential Features of a Custom E-Learning Platform

When developing your own platform with a top software development company in London, consider these must-have features:

Responsive Design: Your learners should be able to access content on any device—desktop, tablet, or mobile.

User Management: Admins need tools to manage learners, instructors, permissions, and course access.

Assessment Tools: Quizzes, assignments, exams, and real-time feedback mechanisms.

Content Management: A flexible CMS for uploading, editing, and organizing multimedia course materials.

Live Classes: Integration with video conferencing tools for live lectures and discussions.

Gamification: Badges, points, and leaderboards to motivate learners.

AI Recommendations: Adaptive learning paths based on student behavior and performance.

Multilingual Support: Crucial for institutions or businesses serving a global audience.

Only the best software development companies in London have the technical expertise and design thinking needed to deliver all these capabilities in one seamless platform.

How the Best Software Development Companies in London Approach E-Learning

Building a custom e-learning platform isn’t just about writing code. It involves research, strategy, design, testing, and long-term maintenance. Here's how a reputable custom software development company in London typically approaches the project:

1. Discovery & Planning

The project starts with in-depth consultation sessions to understand your goals, user personas, content needs, and existing tech infrastructure. This helps define the project scope and technical requirements.

2. UX/UI Design

Expert designers create wireframes and prototypes to map out the learner experience. As custom software development companies in London are known for their creative excellence, the result is often intuitive, visually compelling interfaces that are easy to use for all age groups.

3. Agile Development

Using Agile methodologies, developers build the platform in sprints, allowing you to test features incrementally and provide feedback along the way.

4. Testing and QA

The platform undergoes rigorous testing, including functionality checks, usability testing, accessibility audits, and security assessments.

5. Deployment and Training

Once the platform is ready, your team receives training and documentation. The platform is launched with support from your development partner.

6. Ongoing Support and Scaling

A great software development company in London doesn’t just disappear after the launch. They provide updates, fix bugs, and help you scale the system as your needs evolve.

Why Choose a London-Based Development Company?

London is a global tech powerhouse and a hub for some of the world’s most innovative software firms. Here’s why it pays to work with a custom software development company in London:

World-Class Talent: London is home to top software engineers, designers, and tech strategists.

Proximity to Education Leaders: With access to top universities and educational institutions, companies in London stay on the cutting edge of edtech trends.

Regulatory Expertise: UK-based companies understand data privacy laws (like GDPR) and build solutions that comply with education and corporate training regulations.

Cultural Fit: Working with a local team improves communication, collaboration, and project alignment.

If you're searching for the best software development company in London, look for one with a proven track record in building custom learning platforms across sectors.

Real-World Example: A London-Based Learning Success

A professional training institute in London recently collaborated with a top software development company in London to create a bespoke e-learning platform for professionals pursuing certifications in finance and data science.

The custom-built platform featured:

Personalized learning paths based on user goals

Integrated video conferencing for live classes

AI-powered content suggestions

Advanced analytics for course performance

Within six months, the institute saw a 40% increase in student retention and a 55% rise in course completion rates—demonstrating the power of tailored digital learning environments.

Final Thoughts: Building the Future of Education

As the world embraces flexible, digital-first learning models, custom e-learning platforms are no longer a luxury—they’re a necessity. These platforms offer institutions and businesses the power to deliver engaging, adaptive, and measurable learning experiences.

By partnering with a custom software development company in London, you gain access to technical innovation, creative design, and strategic thinking—all tailored to your specific educational goals. Whether you're launching a new edtech startup, modernizing your corporate training, or enhancing your university's digital capabilities, the right development partner can help you shape the future of education.

Ready to build your own custom e-learning platform? Work with a software development company in London that combines technical expertise, education insight, and design innovation to bring your vision to life.

[idslogicindia]

The Ultimate Guide to Choosing an LMS Development Company in 2025

In today’s fast-paced digital world, businesses and educational institutions are increasingly turning to Learning Management Systems (LMS) to deliver seamless, engaging, and scalable training programs. Whether you're a corporate entity aiming to upskill employees or an academic organization enhancing student learning, partnering with a reliable LMS development company is crucial to building a tailored e-learning solution. But with countless providers out there, how do you choose the right one? This guide dives into the key factors to consider, the benefits of custom LMS solutions, and why 2025 is the perfect time to invest in professional LMS development.

Why Invest in a Custom LMS in 2025?

The e-learning industry is booming, with the global LMS market expected to grow significantly in the coming years. A custom LMS offers unmatched flexibility, allowing organizations to create training environments that align perfectly with their unique goals. Here are some compelling reasons to invest in a custom LMS:

Scalability: A tailored LMS grows with your organization, accommodating more users and content as needed.

Brand Alignment: Custom themes and designs ensure your LMS reflects your brand identity.

Enhanced Engagement: Interactive features like gamification, quizzes, and multimedia keep learners hooked.

24/7 Accessibility: Cloud-based LMS solutions provide access to training materials anytime, anywhere.

Cost Efficiency: Eliminate expenses like printed materials or instructor travel with digital learning.

To unlock these benefits, partnering with an experienced LMS development company is essential. They bring technical expertise and innovative solutions to create a platform that drives results.

Key Features to Look for in an LMS Development Company

Not all LMS development companies are created equal. To ensure you select a partner that delivers a high-quality, future-proof solution, consider these critical factors:

1. Expertise in Custom LMS Solutions

A reputable LMS development company should have a proven track record of building bespoke platforms tailored to diverse industries. Look for a provider with experience in:

Developing intuitive user interfaces for learners and administrators.

Integrating advanced features like AI-driven analytics, gamification, and social learning.

Customizing platforms like Moodle, which is known for its flexibility and scalability.

2. Comprehensive Development Process

The right company follows a structured approach to LMS development, ensuring every aspect of your platform is optimized. This includes:

Requirement Analysis: Understanding your business goals and learner needs.

Design and Prototyping: Creating user-friendly designs and testing prototypes.

Development and Integration: Building the platform and integrating it with existing systems like CRM or HR software.

Testing and Deployment: Conducting rigorous testing to ensure a bug-free experience.

Ongoing Support: Providing maintenance and updates to keep your LMS running smoothly.

3. Focus on User Experience

A great LMS is one that learners love to use. The development company should prioritize:

Mobile-friendly designs for on-the-go learning.

Fast load times to reduce user frustration.

Engaging features like progress tracking, leaderboards, and personalized dashboards.

4. Security and Compliance

With data breaches on the rise, your LMS must prioritize security. Choose a company that:

Implements robust encryption and secure authentication.

Adheres to compliance standards like GDPR or HIPAA, depending on your industry.

Regularly updates the platform to address vulnerabilities.

5. Proven Portfolio and Client Reviews

Check the company’s portfolio to see examples of their past LMS projects. Positive client testimonials and case studies are strong indicators of reliability. For instance, IDS Logic, a leading LMS development company, has successfully delivered customized Moodle-based solutions for organizations worldwide, helping them achieve their training objectives.

Benefits of Partnering with a Professional LMS Development Company

Collaborating with an expert LMS development company offers numerous advantages over off-the-shelf solutions:

Tailored Functionality: Get features specific to your training needs, such as advanced reporting or multi-language support.

Seamless Integration: Integrate your LMS with third-party tools like Zoom, Slack, or payment gateways for a cohesive experience.

Long-Term Support: Benefit from ongoing maintenance, updates, and technical support to ensure your platform remains cutting-edge.

Cost-Effective Customization: While custom LMS development may seem expensive initially, it saves money in the long run by reducing reliance on multiple tools.

Why Choose IDS Logic for LMS Development?

When it comes to selecting a trusted LMS development partner, IDS Logic stands out for its expertise and client-centric approach. With over a decade of experience in e-learning solutions, IDS Logic offers:

Custom Moodle Development: Highly flexible and scalable platforms tailored to your needs.

End-to-End Services: From consultation to deployment and support, they handle it all.

Innovative Features: Incorporate AI, gamification, and social learning to boost engagement.

Global Reach: Serving clients worldwide with a focus on quality and affordability.

Their team of seasoned developers ensures that your LMS is not only functional but also engaging and secure, making it a top choice for businesses and educational institutions in 2025.

Tips for a Successful LMS Development Project

To maximize the success of your LMS development project, follow these best practices:

Define Clear Objectives: Outline your training goals and target audience before starting the project.

Collaborate Closely: Work closely with the development team to ensure your vision is realized.

Prioritize Scalability: Choose a platform that can grow with your organization.

Test Thoroughly: Conduct user acceptance testing to iron out any issues before launch.

Plan for Updates: Schedule regular updates to keep your LMS aligned with industry trends.

The Future of LMS Development in 2025

As technology evolves, LMS platforms are becoming more sophisticated. In 2025, expect to see:

AI-Powered Personalization: Adaptive learning paths based on user behavior.

Immersive Learning: Integration of AR/VR for hands-on training experiences.

Microlearning: Bite-sized modules for quick, effective learning.

Advanced Analytics: Deeper insights into learner progress and performance.

A forward-thinking LMS development company will incorporate these trends to ensure your platform remains competitive.

Conclusion

Choosing the right LMS development company is a game-changer for organizations looking to deliver impactful training programs. By prioritizing expertise, user experience, and scalability, you can create a custom LMS that drives engagement and achieves your business goals. Companies like IDS Logic exemplify the qualities to look for, offering tailored, innovative, and secure e-learning solutions.

Ready to transform your training initiatives? Contact a trusted LMS development company today and take the first step toward a smarter, more engaging learning experience in 2025.

[elong6017]

From Stress to Success: My Experience with LiveExamHelper.com for Exam Help

Let’s be real: exams are stressful. No matter how many study guides I go through, how many nights I pull all-nighters, or how much coffee I consume, there’s always that feeling of being underprepared. This semester, things felt especially overwhelming. With back-to-back assignments, group projects, and my part-time job, I just couldn’t keep up. That’s when I started searching for someone who could “Take My Exam” – not just give me notes or tips, but actually handle the test itself. That’s how I stumbled upon LiveExamHelper.com, and honestly, it was a game-changer.

The Breaking Point

Let me paint a picture: I had two major exams coming up—one in advanced statistics and another in business analytics. Both subjects are not exactly light reading. Despite my best intentions, time just kept slipping through my fingers. Every hour I wasn’t studying was an hour of guilt. But even when I was studying, I wasn’t retaining anything. The panic was setting in hard.

Scrolling through forums and Reddit threads one night, I came across someone casually mentioning LiveExamHelper.com. The name caught my eye – sounded exactly like what I needed. I checked out the site, and their promise was bold and clear: they complete your exam for you, ensuring accuracy, confidentiality, and on-time delivery. Honestly, I was skeptical. But desperate times call for desperate decisions.

How It Worked

I clicked the “Get Started” button and filled out a quick form with my exam details: subject, type of test, duration, and the time it was scheduled for. Within a few minutes, I was connected with a subject expert who specialized in my area. I was able to chat with them, ask questions, and feel them out before committing. That already made me feel a bit more secure.

Once I gave the go-ahead, they walked me through how the process works. Whether the test is on Canvas, Blackboard, Moodle, or any other platform, they’ve done it all before. I handed over the login details for my timed online exam (with full trust and slight anxiety), and that was it. I waited. Fingers crossed.

The Results Were Insane

When I checked back later that evening, I was stunned. Not only was the exam submitted on time, but I scored a whopping 92% in advanced statistics. That’s a subject I was barely scraping by in. My business analytics exam was handled a few days later—and I landed at 89%. Not only did they take the exam, but they aced it. It wasn’t just about passing—it was about regaining control of my semester.

I remember refreshing my grade dashboard in disbelief. That sense of relief? Priceless.

Professional, Confidential, and 100% Legit

One thing I was worried about—like anyone would be—was getting caught. But these guys take confidentiality seriously. They didn’t just rush through the exam; it was clear that someone who actually understood the material took the test. No suspicious activity, no red flags, just clean and correct answers.

They’re also available 24/7, which helped me a lot when I had questions at weird hours. I even got quick updates during the exam just to reassure me everything was going smoothly.

More Than Just Grades – Peace of Mind

What impressed me most wasn’t just the grades (although that’s a HUGE plus), but the overall professionalism and support. It didn’t feel shady or stressful. It felt like a support system. And for once, I didn’t feel like I was drowning.

I realized this service isn’t just for “lazy students” – it's for busy students, overworked students, burnt-out students, and those who just need a break. We all have different pressures, and sometimes, getting a little help is exactly what you need to stay on track.

Would I Recommend It? 100% Yes.

If you’re in a bind, overwhelmed with multiple commitments, or just need someone reliable to take over for an exam, I highly recommend giving LiveExamHelper.com a try. They quite literally turned my stress into success. I was skeptical at first, but now, I honestly wish I’d discovered them sooner.

Whether it’s for a math exam, business test, or even timed quizzes and homework portals, they have qualified experts who know their stuff and get the job done right. It’s like having an academic superhero on standby.

Final Thoughts

Exams don’t have to control your life. If you're searching the internet, typing “Take My Exam” into Google at 3 a.m. with a pit in your stomach, I’ve been there. But you don’t have to go through it alone. LiveExamHelper.com gave me more than just a good grade – they gave me the breathing space I desperately needed.

So here's my honest advice: if you're feeling the pressure, don’t wait until it’s too late. Get help. Take the step. Let LiveExamHelper.com help you, the way they helped me.

[justtaponblr]

What Is the Best Video Conferencing Software for Distributed Teams?

Introduction: The Dawn of Remote Working

Times are changing. Offices aren't restricted to a location anymore—now they're virtual that cover whole continents. Teams of individuals work together now from their living rooms, cafes, and even from the peak of mountains. That's introduced an imperative requirement along with it: crystal clear, glitch-free video communication.

What Makes a Great Video Conferencing Solution?

Not all conferencing platforms are created equal. A great platform needs to be easy to use, lag-free, secure, and full of collaboration features. It needs to integrate with calendars, document-sharing software, and offer real-time chat. Elegant yet simple—that's the holy grail.

Scalability: From Startups to Global Enterprises

Whether you’re a five-person startup or a multinational juggernaut, your video conferencing app must grow with you. The best solutions offer flexible plans and seamless scalability—no growing pains, just smooth transitions.

Security First: Protecting Conversations and Data

Data breaches are a nightmare. That’s why best video conferencing apps for remote meeting prioritize encryption, multi-factor authentication, and admin controls. Confidentiality isn’t a feature—it’s a necessity.

Zoom: The Reigning Champion

Zoom exploded in popularity for a reason. It's easy to use, holds 1,000 participants, and offers features like screen sharing, virtual backgrounds, and breakout rooms. It's the gold standard in remote meetings.

Microsoft Teams: The Business Darling

Designed for business, Microsoft Teams is more than a video app. It's a communication hub that blends chat, video, file sharing, and app integration—all within your Office 365 ecosystem.

Google Meet: Integration Meets Simplicity

Part of the Google Workspace ecosystem, Google Meet is ideal for users who value simplicity and speed. It’s browser-based, so there’s no need for downloads. Just click the link and you’re in.

Cisco Webex: Enterprise-Level Robustness

If you’re all about control and customization, Webex delivers. It’s packed with features like real-time translations, background noise removal, and powerful admin dashboards. Webex is enterprise-grade to its core.

Skype: A Timeless with a Twist of Modernity

Skype is old news, but that doesn't mean it's outdated. With improved UI, real-time captions, and live translation, it's a good bet for small businesses and personal conferences alike.

Teaching Conferencing Apps – Classroom Tools

The cloud classroom. Teachers don't merely require video tools—teachers require engagement tools, grading tools, attendance tools. That's where conferencing apps for teachers shine.

BigBlueButton: Built by Teachers

Open-source and specifically designed for instruction, Big Blue Button offers whiteboards, polls, and breakout groups. It integrates seamlessly with LMS platforms like Moodle and Canvas.

Google Classroom + Meet: Efficient Schooling

Google Classroom goes hand in hand with Google Meet. It simplifies assignments, grading, and communication—while keeping video conferencing at a tap away. It's the ultimate one-stop education bundle.

Jitsi Meet: Open-Source, Education-Focused

Free, secure, and browser-based, Jitsi Meet is a favorite among teachers who want total control for free. No account required. Just share the link and start teaching.

Features That Matter: Screen Sharing, Chat, Recording

Any decent video conferencing application must have these basic features: screen sharing for demos, chat for sidebar discussions, and recording for asynchronous students or absent colleagues. These are no longer amenities—they're essentials.

Cross-Device Compatibility: Meeting Anytime, Anywhere

Laptops, smartphones, tablets—your conferencing solution must be able to play nice with all of them. If you're working from an Android phone on the train or a MacBook in your home kitchen, the experience should be fluid.

How Business Mobile App Development Brings Conferencing to the Forefront

Companies can go beyond off-the-shelf solutions using specially created mobile apps. benefits of mobile app development for business include custom user interfaces, better analytics, better branding, and better security options. These custom solutions make remote teams work like never before.

Final Thoughts: Selecting the Right Tool for Your Team

whether teaching, enterprise coordination, or social team check-ins. The trick is finding what's most important to your workflow and matching the tool to make your team's efficiency shine.

[sophiejt1234]

Create Impactful and Smarter Learning with Custom MERN-Powered LMS Solutions

Introduction

Learning is evolving fast, and modern education businesses need smarter tools to keep up. As online training grows, a robust learning management software becomes essential for delivering courses, tracking progress, and certifying users. The global LMS market is booming – projected to hit about $70+ billion by 2030 – driven by demand for digital learning and AI-powered personalization. Off-the-shelf LMS platforms like Moodle or Canvas are popular, but they may not fit every startup’s unique needs. That’s why custom learning management solutions, built on flexible technology, are an attractive option for forward-looking EdTech companies. In this post, we’ll explore why Custom MERN-Powered LMS Solutions (using MongoDB, Express, React, Node) can create an impactful, smarter learning experience for modern businesses.

Understanding the MERN Stack for LMS Development

The MERN stack combines four open-source technologies: MongoDB (database), Express.js (backend framework), React.js (frontend library), and Node.js (server runtime). Together, they enable developers to write JavaScript across the entire application. For an LMS, MERN’s unified JavaScript stack means faster development and easier maintenance. React’s component-based UI makes creating interactive dashboards and course pages smoother, while Node.js and Express handle data and logic efficiently. Importantly, both Node and MongoDB are built for scale: Node’s non-blocking I/O can handle many users at once, and MongoDB can store huge volumes of course and user data. In practice, MERN apps can be deployed in a microservices or containerized architecture (using Docker/Kubernetes) to ensure high availability. This means your custom LMS can grow with your audience – for example, MongoDB supports sharding so the database can span multiple servers, ensuring the system stays up even if one server fails.

Key Features of Custom MERN-Powered LMS Solutions

A tailored LMS can include all the features your organization needs. Typical components of learning management platforms include:

Course Management: Create, organize, and update courses and modules.

User and Role Management: Register learners, assign roles (students, instructors, admins), and control access.

Interactive Content: Upload videos, presentations, PDFs, and embed quizzes or coding exercises.

Assessments & Certification: Build quizzes, track scores, and automatically issue certificates to successful students.

Discussion Forums & Collaboration: Facilitate peer-to-peer learning with chat, Q&A forums or group projects.

Reporting & Analytics: Dashboard insights into learner progress, completion rates, and engagement.

Integrations: Connect with other tools via APIs – for example, integrating Zoom or MS Teams for live classes, or embedding third-party content libraries.

Branding & Custom Interface: White-label design with your logo and color scheme, for a seamless brand experience.

Because the MERN stack is so flexible, a custom LMS can add niche features on demand. For instance, you could include gamification (points, badges, leaderboards) to boost engagement, or integrate e-commerce capabilities (Sell courses with Stripe or PayPal). These integrations and customizations may cost extra, but they let you align the system with your exact workflow and goals. In short, a MERN-based LMS can combine the best learning management systems features (like content libraries and mobile responsiveness) while still being fully under your control.

Leveraging AI to Enhance Learning Experiences in Custom MERN-Powered LMS Solutions

AI is transforming how students learn. In a MERN-powered LMS, you can embed AI tools to personalize and streamline education. For example, artificial tutors can adjust to each learner’s pace, and chatbots can answer questions 24/7. AI-driven adaptive learning platforms will tailor lesson plans based on a student’s strengths, weaknesses, and progress. They can suggest next steps or additional resources (“intelligent recommendations”) and even automatically generate or grade quizzes. Similarly, voice and chatbot assistants become “24/7 tutors, answering student queries, explaining concepts, and assisting with assignments,” making education more responsive.

These AI enhancements lead to higher engagement and better outcomes. For instance, personalized content delivery keeps learners motivated, and instant feedback accelerates their progress. Research shows personalization boosts achievement in core subjects, and AI is a key enabler. In practice, a custom MERN LMS could leverage AI services (via APIs or microservices) for recommendation engines, automated content tagging, and data-driven analytics. Over time, the system learns what works best for each user – a truly smarter learning platform that continuously improves itself.

Ensuring Multi-Device Accessibility and Integration Capabilities in Custom MERN-Powered LMS Solutions

Today’s learners switch between laptops, tablets, and phones, so any LMS must be mobile-friendly. A MERN-based platform can be built with responsive design or native mobile apps in mind. The frontend (React) easily adapts layouts for different screen sizes, ensuring the LMS looks and works well on desktops and smartphones. Offline modes (caching content on mobile apps) can be added for uninterrupted access even without internet.

Integration is another must-have. Modern LMS solutions rarely stand alone. A custom MERN LMS can include connectors or plugins for video conferencing (Zoom, Teams), calendars, HR systems, or content libraries. These LMS integrations ensure seamless workflows and a better user experience. For example, automatically syncing course rosters with your HR database saves admin time, and integrating payment gateways lets you monetize courses directly. Overall, a custom MERN LMS can act as a central hub, tying together video calls, documentation, social features, and more into one consistent platform.

Scalability and Deployment Strategies for Custom MERN-Powered LMS Solutions

A key advantage of MERN is scalability. MongoDB and Node.js were designed to grow with your needs. In practice, you would deploy your LMS on cloud infrastructure (AWS, Azure, GCP), using containerization (Docker, Kubernetes) to manage resources. This means you can scale horizontally: spin up more instances of your Node/Express servers or MongoDB shards as the user base grows. For example, MongoDB’s sharding lets the database distribute data across servers, so no single point of failure will crash your app. Likewise, stateless Node servers can be cloned behind a load balancer, handling thousands of concurrent users (ideal for a crash course day!).

For deployment, continuous integration and continuous deployment (CI/CD) pipelines automate updates: changes to code (React components or backend logic) can be tested and released rapidly. This agile pipeline means improvements are delivered safely and often. Cloud hosting also offers global content delivery networks (CDNs) and caching to speed up course content downloads worldwide. In short, a MERN LMS can start small but expand seamlessly – serving a few dozen students or millions – with careful cloud architecture and modern devops practices.

Agile Development Methodology in Custom MERN-Powered LMS Projects

Building a custom LMS with MERN is best done with agile development. Agile (Scrum or Kanban) means working in short sprints and constantly gathering feedback from stakeholders. This approach enables faster delivery of working software by breaking development into smaller iterations and focusing on high-priority features. For an EdTech startup, that means you can release a minimum viable LMS quickly (core courses and user login), then iteratively add features like assessments, forums, or mobile apps, based on user feedback.

Agile also keeps your team aligned with business goals. Regular demos let product leads and instructors see progress early and adjust priorities. The continuous feedback loop means the final LMS better meets expectations and achieves higher satisfaction. Crucially, Agile embraces change: if a new learning requirement or tech emerges, it can be planned into the next sprint. Using Agile in a MERN LMS project helps ensure the platform stays on track with both educational goals and evolving market demands, delivering value early and often.

Pricing Models and Customization Options for MERN-Powered LMS Solutions

Custom LMS pricing varies widely, depending on features and usage. Common models include subscription-based (per-user or per-active-user), pay-per-use, one-time license fees, or even open-source/free solutions. In a custom scenario, you might negotiate a flat development fee plus ongoing support, or an annual per-user fee once the LMS is built.

Be mindful of hidden costs. Beyond base licensing or development, extras often include setup, integrations, and maintenance. For example, integrating your MERN LMS with a CRM, single sign-on, or advanced analytics service usually comes at extra cost. Similarly, hosting fees (cloud servers, bandwidth) and support contracts add to the total. It’s wise to plan for these from the start. The upside is that a custom MERN-powered LMS solution can be tailored – you only pay for exactly the functionality you need, no more. Plus, you avoid paying for unnecessary modules that bloated commercial LMS platforms often include.

Conclusion

Custom MERN-powered LMS solutions offer a compelling path for EdTech startups and training companies. By leveraging a unified JavaScript stack (MongoDB, Express, React, Node), development teams can deliver a robust LMS learning platform that is modern, scalable, and finely tuned to your audience. These systems combine essential learning management software features (content delivery, assessments, analytics) with cutting-edge enhancements (AI personalization, seamless integrations, multi-device support) – all under your brand. With agile methods, the platform can evolve in step with your needs, while cloud deployment ensures it can grow effortlessly. In short, a custom MERN LMS gives you the best learning management system for your business: a solution built exactly for you. It’s a strategic investment in smarter learning that will pay off in engagement, effectiveness, and flexibility for years to come.

[prajapati-om07]

Need of Web Development Services for E-learning Businesses

In today's digital age, e-learning businesses are experiencing significant growth. With the rise of online education, businesses in the e-learning sector need robust, scalable, and user-friendly websites to offer a seamless learning experience to their users. This is where web development services play a pivotal role. Here’s why web development is essential for e-learning businesses.

1. Creating a User-Friendly Learning Platform

A well-designed, easy-to-navigate website is the foundation of any e-learning business. Learners, educators, and administrators need to be able to access resources without difficulty. Through professional web development, your platform can feature intuitive navigation, clean layouts, and responsive designs that make learning enjoyable and straightforward for users of all technical skill levels.

Responsive Design: Ensures the platform works seamlessly across devices (desktop, tablet, mobile).

Easy Navigation: Users can quickly find courses, schedules, resources, and tools.

2. Custom Learning Management System (LMS) Integration

An LMS is the backbone of any e-learning business. It enables the management of course materials, student enrollment, assessments, and progress tracking. Web development services allow businesses to either build a custom LMS or integrate third-party LMS platforms to meet specific needs.

Custom Features: Build unique features such as gamification, personalized dashboards, and learner analytics.

Third-Party Integrations: Integrate popular LMS platforms like Moodle, Blackboard, or TalentLMS for a smooth user experience.

3. Scalability and Flexibility

As e-learning businesses grow, they need websites that can scale effortlessly to accommodate increasing traffic, new courses, and additional features. Web development services offer flexible solutions that can grow with the business.

Scalable Infrastructure: Build platforms that grow with user demand, adding new features, courses, or users as necessary.

Cloud-Based Solutions: Leverage cloud hosting for easy scalability and higher availability.

4. Advanced Security Features

E-learning platforms handle sensitive user data, including personal information and payment details. Professional web developers ensure the implementation of robust security measures to protect both learners and instructors.

SSL Encryption: Secure data transmission to protect personal and payment details.

User Authentication: Implement multi-factor authentication and secure login methods to prevent unauthorized access.

5. Interactive and Engaging Features

A static e-learning website won’t retain users for long. To keep learners engaged, modern e-learning platforms must integrate interactive features such as quizzes, discussion forums, live chat, and multimedia content. Through custom web development, your site can offer these features and more.

Multimedia Support: Enable videos, images, animations, and other content to make lessons more interactive.

Quizzes and Assessments: Integrate quiz features that provide immediate feedback and progress tracking.

6. Content Management System (CMS)

A content management system (CMS) is critical for e-learning businesses to manage courses, blogs, tutorials, and resources efficiently. Web developers can integrate a CMS into your website to streamline content creation and management without requiring technical expertise.

Ease of Use: Content can be added, edited, or updated easily without coding knowledge.

Course Management: Organize courses, modules, and materials with ease.

7. Search Engine Optimization (SEO) for Better Visibility

For an e-learning business to succeed, it needs to be visible on search engines. Effective SEO strategies implemented by web developers can enhance your website’s ranking, making it easier for potential students to find your platform.

Keyword Optimization: Incorporating targeted keywords related to your e-learning courses.

SEO-Friendly URL Structures: Organizing content in a way that search engines can easily index.

8. Seamless Payment Integration

One of the most critical aspects of any e-learning business is the ability to handle transactions smoothly. Web development services enable the integration of secure payment gateways such as PayPal, Stripe, or custom payment methods to accept fees, subscriptions, or course payments.

Secure Transactions: Protect users' financial information with encryption.

Flexible Payment Options: Offer various payment methods, including subscriptions, one-time payments, and installment options.

9. Data Analytics and Reporting

A well-designed e-learning platform can provide detailed reports on student progress, course completion rates, and learner engagement. Data analytics is invaluable for making informed business decisions, improving courses, and enhancing user experience.

Learner Analytics: Track student progress, engagement, and behavior to refine learning experiences.

Course Analytics: Get insights into which courses are most popular or have higher dropout rates.

10. Brand Identity and Trust

A polished, professional website helps establish your brand identity and builds trust with potential learners. Custom web development services ensure that your site is visually appealing and aligned with your brand’s goals.

Custom Branding: Incorporate your logo, colors, and overall branding to make your platform memorable.

Trust Signals: Display customer testimonials, certifications, and accreditations to build credibility.

Conclusion

Web development services are the backbone of successful e-learning businesses. Whether you’re creating an entirely new e-learning platform or enhancing an existing one, investing in custom web development can provide you with a competitive edge. From user experience and security to LMS integration and scalability, professional developers ensure that your platform not only meets user needs but also positions your business for growth.

If you’re looking to create or improve your e-learning website, partnering with an experienced web development team can help you bring your vision to life. With the right features and a user-centered design, your e-learning business can deliver an exceptional learning experience to students worldwide.

More Information

[grabdigitaltechies]

Best Free Moodle Themes 2025

Adaptable

The Adaptable has been downloaded for nearly 20,000 times across the globe. The maximum number of Moodle sites are running it. There are a multitude of options under the museum’s customization, making it possible for administrators to adapt the theme per their institutional branding and functional needs. It is also responsive to enable smooth user experiences on all devices. 

Moove

The Moove theme is new, responsive, and designed with a clean and intuitive interface. The features include front page customization, including: sections for slideshows, marketing boxes, and site statistics. Moove is created to promote user engagement and is compatible with Moodle 4.x. 

Essential

Created by Julian Ridden, Essential is a clean and simple theme based on Bootstrap. It comes with custom slider and footer options, as well as an array of fonts and color schemes. The theme is also completely responsive to be accessed through mobile devices.

Campus

Campus is a highly customizable theme offering full personalized styling and decor elements. With MNET authentication, multiple Moodle sites can be managed remotely. The theme offers various combinations of fonts and colors, as well as homepage sliders to feature premium content.

Fordson

Fordson is a Moodle responsive theme characterized by modern and clean design. Its features include a customizable front page, a course category section, and a user-friendly dashboard. Fordson is aimed at improving the experience of learners and is compatible with Moodle’s latest versions.

Continue Reading: 10 Best Free WordPress Plugins Every Website Needs

When selecting a theme for your Moodle site, keep in mind compatibility with your Moodle version, customization options, responsiveness, and specific needs of your institution. Also keep in mind that whilst free themes offer limited benefits, paid-for themes offer further functional benefits and support that could prove easier given your site grows. 

[helmsportal]

Learning Management Platforms | Helms Portal

Helms Portal transforms the way we approach learning through its modern and adaptable learning management platform. Designed to cater to the needs of diverse industries, this platform makes it easy for instructors to build engaging courses, monitor learner progress, and foster collaboration. Its powerful analytics provide actionable insights, ensuring learners and educators achieve their full potential. Helms Portal is a game-changer for online learning success learning management platforms

Learning management platforms (LMPs) have become integral to modern education and corporate training, offering versatile solutions for delivering, managing, and tracking learning experiences. These platforms facilitate both educators and learners by providing tools that enhance the teaching and learning process.

Key Features of Learning Management Platforms

Content Delivery and Management: LMPs allow educators to create, organize, and distribute course materials efficiently. For instance, platforms like Moodle enable the development of custom websites with online courses, supporting blended learning and distance education.

Interactive Learning Tools: To engage learners, LMPs incorporate interactive elements such as quizzes, discussion forums, and multimedia content. H5P, for example, is an open-source framework that enables the creation of interactive HTML5 content, enriching the learning experience.

Assessment and Feedback: These platforms provide mechanisms for assignments, assessments, and real-time feedback, allowing educators to monitor progress and offer timely guidance. Google Classroom, for instance, streamlines the process of sharing files between teachers and students, facilitating efficient communication and feedback.

Scalability and Customization: LMPs are designed to accommodate the growing needs of institutions, offering customizable dashboards and scalable solutions. For example, the Holistic Education and Learning Management System (HELMS) in Bangalore provides tailored solutions that evolve with educational institutions, ensuring performance remains uncompromised as needs change.

Emerging Trends in Learning Management Platforms

Integration of Artificial Intelligence (AI): AI is increasingly being utilized to personalize learning experiences and enhance engagement. Platforms like Duolingo have integrated AI chatbots to provide interactive language learning sessions, making education more accessible and tailored to individual needs.

Corporate Training and Skill Development: Companies are adopting LMPs to address skills gaps and retain staff. AI tools within these platforms assess worker capabilities and provide targeted training, as seen in organizations like DHL and Johnson & Johnson, which use AI-driven processes for workforce planning and development.

Case Study: HELMS – A SaaS Learning Management System in Bangalore

HELMS (Holistic Education and Learning Management System) is a Software as a Service (SaaS) platform based in Bangalore, designed to cater to the diverse educational needs of organizations, universities, training institutes, and private tutors. It offers an intuitive interface with powerful features that enable educators and administrators to organize the learning process, interact with students, and monitor their progress effectively. Features include collaborative learning through discussion forums, real-time feedback, simplified navigation, and customizable dashboards. HELMS is engineered to scale with educational institutions, adapting to increased numbers of users, new courses, or additional features without compromising performance.

Conclusion

Learning management platforms are transforming the educational landscape by providing flexible, interactive, and scalable solutions for both academic and corporate settings. The integration of advanced technologies like AI further enhances their capabilities, offering personalized and efficient learning experiences. As the demand for accessible and effective education grows, platforms like HELMS exemplify how tailored solutions can meet diverse educational needs, fostering a more engaged and proficient learning community.

[talentdevelopments]

Best LMS for Colleges in 2025

In today’s fast-paced digital era, technology has become an integral part of education. Colleges around the globe are adopting Learning Management Systems (LMS) to enhance the educational experience, streamline administrative tasks, and improve student outcomes. But what exactly is an LMS, and why is it critical for modern colleges? Let’s dive deep into how LMS for colleges is reshaping the educational landscape.

What is an LMS?

A Learning Management System (LMS) is a software application or web-based platform designed to plan, implement, and assess a specific learning process. LMS platforms provide tools for content delivery, progress tracking, student assessments, and communication between educators and learners. With features like e-learning modules, discussion forums, and analytics dashboards, LMS has become a cornerstone of education technology.

Why Do Colleges Need an LMS?

Enhanced Learning Experience: LMS platforms offer interactive and engaging tools like multimedia content, quizzes, and gamification. These features help students grasp complex concepts more effectively than traditional methods.

Centralized Access: Students and faculty can access course materials, assignments, and grades from a single, centralized platform—anytime, anywhere.

Streamlined Administration: LMS systems simplify administrative tasks like attendance tracking, grading, and enrollment management, freeing educators to focus more on teaching.

Personalized Learning: Adaptive learning technologies within LMS platforms cater to individual learning paces, ensuring that every student receives a tailored educational experience.

Data-Driven Insights: LMS platforms provide analytics tools to track student performance, identify at-risk students, and fine-tune teaching strategies.

Key Features of LMS for Colleges

When selecting an LMS, colleges should look for these essential features:

User-Friendly Interface: A simple, intuitive interface ensures students and faculty can easily navigate the system.

Content Management: The ability to upload, organize, and deliver multimedia content is crucial.

Mobile Compatibility: Mobile-friendly platforms allow students to learn on the go.

Collaboration Tools: Discussion boards, group projects, and real-time chat features foster collaboration.

Security and Privacy: Robust security measures protect sensitive student and institutional data.

Benefits of LMS for Colleges

Improved Accessibility: LMS platforms bridge the gap for remote and non-traditional students by providing 24/7 access to learning materials.

Cost-Effective: Digitizing course materials and automating processes reduce overhead costs for institutions.

Scalability: Whether serving hundreds or thousands of students, LMS systems can scale to meet growing demands.

Continuous Learning: With features like recorded lectures and self-paced courses, students can revisit and learn at their convenience.

Sustainability: Reducing paper usage contributes to environmentally friendly practices.

Choosing the Right LMS for Your College

When choosing an LMS, colleges should consider the following factors:

Customization Options: Does the platform allow for branding and course customization?

Integration Capabilities: Can it integrate with existing systems like student information systems (SIS)?

Cost: Does the pricing align with the institution’s budget?

Support and Training: Is there robust customer support and training for staff and faculty?

Scalability: Will the system grow with the college’s needs?

Popular LMS Platforms for Colleges

Canvas: Known for its user-friendly interface and robust feature set.

Moodle: An open-source platform offering extensive customization.

Blackboard: A comprehensive system with advanced analytics and collaboration tools.

D2L Brightspace: Focuses on adaptive learning and accessibility.

Google Classroom: Ideal for institutions looking for a simple, cost-effective solution.

FAQs About LMS for Colleges

1. What is the primary purpose of an LMS?

The primary purpose of an LMS is to facilitate the delivery, tracking, and management of educational content in an efficient and user-friendly way.

2. Are LMS platforms expensive for colleges?

Costs vary depending on the platform and features. Some options, like Moodle, are open-source and budget-friendly, while others may require a significant investment.

3. Can an LMS replace traditional classroom teaching?

While an LMS enhances learning, it is not a complete replacement for in-person teaching. Instead, it complements traditional methods by offering hybrid or fully online learning options.

4. How does an LMS improve student engagement?

By incorporating interactive features like quizzes, discussion forums, and multimedia content, LMS platforms make learning more engaging and effective.

5. Is an LMS suitable for small colleges?

Absolutely! Many LMS platforms are scalable and can be tailored to meet the specific needs of smaller institutions.

Conclusion

At Talent Development LMS, we offer solutions tailored to meet the unique needs of educational institutions, businesses, and corporations. Our offerings include Talent Development Software, Learning Management Systems (LMS) for Colleges LMS, Schools LMS, Corporate LMS, and businesses, providing organizations with essential tools to foster a culture of learning and growth. As a recognized leader in LMS services in the UAE and a highly regarded LMS provider in Saudi Arabia, Talent Development LMS is dedicated to empowering organizations across various sectors. With the right approach and technology, institutions can create dynamic learning environments, making the LMS a supportive partner in fostering lifelong learning, collaboration, and success.

[otiskeene]

Top 5 Learning Management Systems Of 2023

Do you remember when people used to say, “You can’t learn anything from video games or TV”? Well, they were wrong! Learning is all around us. Video games can teach skills like hand-eye coordination, spark creativity, and help improve focus and visual memory. Even television has provided a wide variety of educational content. Shows like The Joy of Painting with Bob Ross, Bill Nye the Science Guy, and informative programs from National Geographic and Discovery have taught many valuable lessons. Even movies and TV series can introduce interesting ideas and concepts.

Learning is a continuous process, from students to professionals. Yes, even working professionals keep learning on the job, whether through training or new experiences. With ever-changing technologies, it becomes hard for businesses to hold training sessions constantly. That’s where online learning programs come into play, allowing employees to boost their skills.

Enter Learning Management Systems (LMS). These platforms make it easier to create, manage, and deliver online courses for both students and employees, letting them learn when and where it suits them best.

Curious about what to look for in an LMS? Here are the top 5 Learning Management Systems of 2023 to help you out!

TechDogs’ Top 5 Learning Management Systems of 2023 Imagine how helpful LMS platforms would have been for characters in Mind Your Language! The British sitcom, airing between 1977 and 1979, followed foreign students in England trying to learn English at a night school. With an LMS, they could have learned at their own pace, from anywhere. While that might have saved them time, we would have missed out on a great TV show!

Learning Management Systems help provide flexible and efficient ways to learn, whether it’s for employees needing to master new skills or students working on assignments. The best LMS platforms offer features like interactive content, high availability, multimedia support, and performance tracking.

If your business needs an LMS, check out our top 5 picks for 2023:

1. Google Classroom

Google’s powerful, cloud-based LMS, Google Classroom, is perfect for schools and businesses alike. It allows the easy management of assignments, collaboration, and communication through integrated tools like Google Meet. This tool is available to anyone with a Google account and offers a smooth, remote learning experience.

Key Features: Collaboration, cloud-based, remote-friendly, easy to use.

2. TalentLMS

TalentLMS is a versatile platform founded in 2012, offering fully customizable training courses, quizzes, live sessions, and gamification. It’s ideal for businesses, providing pre-existing course templates and expert guidance for users.

Key Features: Flexible, scalable, multi-language support, prompt customer service.

3. Moodle

Moodle is an open-source LMS that gives users the freedom to customize and integrate it with other platforms. With over 1900 plugins, Moodle can be tailored to fit specific needs. The platform’s extensive community forums provide strong support and advice.

Key Features: Open-source, customizable, comprehensive dashboard, cross-platform integration.

4. Canvas LMS

Canvas LMS, created by Instructure, is an open, web-based system known for its extensive customization and collaboration tools. It also offers features like rubrics for tracking learner progress, interactive course content, and 99.9% uptime.

Key Features: Customizable, multimedia-friendly, negligible downtime, cloud-based.

5. Absorb LMS

Absorb LMS is a robust, cloud-based platform offering multimedia content formats and advanced reporting tools. Its award-winning support, flexible pricing, and compliance with data security standards make it a top choice for businesses.

Key Features: Customization, 24/7 support, advanced security, responsive design.

Conclusion: Learning Management Systems revolutionize the way we learn, making education and training more engaging and accessible. Whether you’re a student or an employee, these platforms provide interactive and collaborative environments that make learning more effective.

[techvivek07]

EMS GU

EMS GU can refer to two main things:

Galgotias University's Student Management System: This refers to the university's online platform powered by iCloudEMS, a software solution used for managing various aspects of student life.

Emergency Medical Services at Galgotias University (if applicable): This would encompass any emergency medical services offered on campus, potentially including a student health center or partnerships with local emergency responders.

This guide will delve into both possibilities, providing an overview of each and resources for further exploration.

1. Galgotias University's Student Management System (GU EMS)

GU EMS, powered by iCloudEMS, is a web-based platform designed to streamline various administrative processes for students, faculty, and staff at Galgotias University. It offers a centralized location for managing tasks, accessing information, and fostering communication within the university community.

Key Features of GU EMS:

Student Information System (SIS): This module allows for efficient management of student data, including demographics, academic records, transcripts, fee payments, and attendance. Students can access their personalized dashboards to view grades, schedules, and important announcements.

Admissions Management: Prospective students can utilize GU EMS to submit applications, track their progress, and receive updates on admissions decisions.

Attendance Management: Faculty can record attendance electronically, while students can monitor their attendance records and absence reports.

Fee Management: The platform facilitates online fee payments, allowing students to settle dues conveniently.

Learning Management System (LMS) Integration: GU EMS may integrate with a Learning Management System (LMS) like Moodle, providing access to course materials, assignments, discussions, and online assessments.

Resource Management: Students can potentially use GU EMS to book library resources, hostel rooms, or equipment through the platform.

Communication Tools: The system may offer features for internal communication, allowing students to connect with faculty, advisors, or peers.

Benefits of GU EMS:

Improved Efficiency: Streamlined processes for admissions, attendance, fee payment, and resource management save time and effort for both students and administrators.

Enhanced Transparency: Students have real-time access to their academic records, schedules, and announcements, promoting transparency and informed decision-making.

Increased Accessibility: The online platform allows for 24/7 access to information and resources, making it convenient for students with busy schedules.

Improved Communication: Features facilitating communication can foster better interaction between students, faculty, and staff.

Accessing GU EMS:

Students can typically access GU EMS through a dedicated university portal using their login credentials. Refer to Galgotias University's official website or IT department for specific login instructions and support resources.

2. Emergency Medical Services at Galgotias University (if applicable)

The availability and nature of emergency medical services (EMS) at Galgotias University may vary. Here's a breakdown of possibilities:

On-campus Health Center: Some universities have on-campus health centers staffed with medical professionals who can provide basic medical care, address minor injuries, and offer consultations.

Partnership with Local EMS: The university might partner with local emergency medical services providers. In case of emergencies, trained personnel would be dispatched to the campus to provide immediate care and transport patients to nearby hospitals, if necessary.

What to do in a Medical Emergency at Galgotias University:

Identify the Emergency: Assess the situation and determine the severity of the medical issue.

Seek Immediate Help: If it's a life-threatening emergency, call the national emergency number (likely 108 in India) or proceed directly to the nearest emergency department.

Campus Resources: If the university has an on-campus health center, it might be the first point of contact for minor emergencies or consultations.

Inform Appropriate Authorities: Depending on the situation, inform university security or relevant staff members about the emergency.

Additional Resources:

Galgotias University Website: Explore the university website for information about student health services, emergency protocols, and contact details for relevant departments.

Local Emergency Services Contact Numbers: Familiarize yourself with local emergency numbers, including ambulance services and nearby hospitals.

Conclusion

EMS GU can refer to either Galgotias University's student management system or emergency medical services offered on campus. This guide has provided an overview of both possibilities, along with potential benefits and resources for further exploration. Remember, staying informed about these aspects of university life can contribute to a smoother academic experience and ensure you know how to access help in case of emergencies.

[digitalrajnikantbamaniya]

Which is the best Edu software?

There are numerous educational software available, each with its own strengths and suitability for specific purposes. The "best" educational software depends on various factors, including the specific needs of the users, the subject matter being taught, and the learning objectives. Here are some popular educational software options widely recognized for their quality and effectiveness:

Moodle: Moodle is a widely used open-source learning management system (LMS) that provides a platform for creating and managing online courses. It offers features such as content management, assessments, forums, and collaboration tools.

Khan Academy: Khan Academy is a non-profit organization that provides free educational resources, including interactive exercises, instructional videos, and personalized learning dashboards. It covers a wide range of subjects, from math and science to humanities and test preparation.

Coursera: Coursera is an online platform that partners with universities and organizations to offer a vast array of courses and specializations. It provides access to high-quality educational content, often developed by renowned institutions and instructors.

Adobe Creative Cloud: Adobe Creative Cloud is a suite of creative software applications, including Photoshop, Illustrator, Premiere Pro, and more. It is commonly used in educational settings, particularly for subjects like graphic design, video editing, and digital arts.

Scratch: Scratch is a visual programming language and online community developed by MIT. It enables users, especially children and beginners, to create interactive stories, games, and animations. It encourages computational thinking and creativity.

Rosetta Stone: Rosetta Stone is a language-learning software known for its immersive approach to teaching foreign languages. It provides interactive lessons, speech recognition, and language immersion activities to help learners develop their language skills.

Wolfram Alpha: Wolfram Alpha is a computational knowledge engine that provides answers to factual queries and performs mathematical calculations. It is widely used in mathematics, science, and engineering fields for its ability to generate accurate and reliable results.

These are just a few examples, and the best educational software ultimately depends on your specific requirements and preferences. It's recommended to explore different options, read reviews, and consider the specific needs of your educational setting before making a decision.

[seocompany258]

GUIDE TO DEVELOP E-LEARNING WEBSITE OVER WORDPRESS

With more current and adaptable specialized applications, the advancement brought by people is forming humankind for the since quite a while ago run. Like the advancement of regular study hall rehearses into more digitized and brilliant meetings. Consequently, enters e-Learning WordPress where understudies can test their latent capacity while experiencing the examination material online which can likewise help in their instruction.

WordPress has taken over as the vintage site into Learning Management instrument Best Seo Company Gurugram. The general thought of changing over WordPress from CMS to LCMS is to create e-Learning site. Giving furious rivalry to the advertising experts, the WordPress LCMS is attempting to advance at the same time and slowly regardless of being a finished beginner to the e-Learning stage. In any case, for this, you have to follow an agenda for e-learning WordPress site.

Why Create e-learning entryways on WordPress?

An ideal CMS is the center that you have to think about the WordPress site. Numerous highlights including simple adjustable alternatives are accessible to you with regards to WordPress, which incorporates:

1. Straightforward Platform

A simple to utilize stage is required to the hopeful business person in this specific field. In correlation with Moodle, WordPress is known as a huge foundation of simple access and most progressive UI. It chops down the complexities of what there is in Moodle. In two taps straight the client can post a course or even in the WP Courseware.

2. Extraordinary UI and UX

You have to fabricate a decent initial introduction for your crowd that stays with your site. The majority of the clients would pass judgment on your site based on its design and UX. WordPress topic is wanted to at first produce attractive entries and consequently it has an adequate space for it.

3. Website design enhancement Friendly

Respectable traffic is the thing that each business visionary longs for. The webpage being SEO neighborly is better a result of its rules and tips that would empower the traffic to gain so much from your site. Obviously, the work require behind it is massive. It's likewise one reason why WordPress is pre-introduced with SEO highlights.

4. Advertising

It's one of the key standards with regards to e-Learning. You need to tell individuals about the presence of your site. WordPress is a stage or speculation instrument that permits you to have high ROI. Modules like the Woo Commerce encourages the client to effortlessly download computerized information in a split second.

The security level in this module is momentous also. The site includes about 500,000 bought in clients and 11000 applications follow up a month despite the fact that the cutoff is confined to a unimportant 500.

Top WordPress LMS Plugins to use in 2020

There are numerous modules that would be a great deal supportive to the business visionaries trying to grow their business in the e-Learning territory, including:

1. Lifter LMS

Giving the client increasingly explicit combinations with Mail Champ, Woo Commerce, and Affiliate, Lifter LMS begins with a cost of $299 every year. Test tests, test courses, site and testaments are given to the designer complete setups.

2. Learn Pass

It is the least demanding module to utilize and straightforward decisions of WP LMS modules. LearnPass is a module which is in any case free. Be that as it may, requires some cash to be charged in the event that you are searching for a PSD to WordPress topic. As the understudies push forward with the course, tests and exercises can be made by each Learn Press course.

3. Great LMS

Actualizing tests, course accreditations, development and the offer of courses are a portion of the highlights that Good LMS gives at the cost of $31 as it were. The client can figure out how to build tests, courses, and declarations because of its plan technique which is fundamentally the same as that of a WordPress blog. These authentications can be made directly from the dashboard.

4. Learn Dash

Giving the client dribbling content, offer of the courses, compensating the students, and enactment of activated dependent on activities, Learn Dash is the major module that numerous WordPress Development India organizations go with and is by a long shot one of the most renowned modules ever.

5. WP Courseware

WP Courseware includes a variety of alternatives for the client which makes it the most encouraging WordPress LMS modules. It starts with the simplified supervisor Digital Marketing Company in Gurgaon. The client has bleeding edge security with regards to their substance being appropriated. The client can likewise effectively build the courses.

[happyhemostudies]

How To: Make Canvas *Aesthetic*

I know a lot of us have transitioned to using only Canvas/Blackboard/Moodle & Zoom during this time and wanted to share what I do to make my dashboard on Canvas work for me. I’ve done this for a few terms now changing up the color scheme to whatever felt comfy so feel free to personalize!

Change default titles to smaller titles.

Each class is usually given a big ol’ title by default (like my linguistics one on the bottom). I like shortening it to the smallest it can be, either by putting the course code (like BI 214) or the name of the course (Gen Bio). I also make sure my labs match the same format so here I’m about to put in BI 214 Lab to differentiate it from BI 214 lecture.

Change colors of each classes.

One of my friends hates that I do this because he says the colors help him differentiate each course from each other. If that’s the case for you cool! Just change titles or change each class to a different color that you like. I really like things to match and especially to match my mood for the term so I change every class to the same color using hexcodes from https://htmlcolorcodes.com/. Just pick your favorite color and boom! Classy!

If you have other canvas “classes” like I do (the one labeled Human Phys is for my major), you can differentiate those from your actual classes by giving them a different color! (The color on there right now is left over from last term’s color scheme, so I’ll probably make it a darker minty color to match!

Happy studying!

[lmspulse]

Moodle Central: The Moodle 3.2 Dashboard As Social Learning News Feed?

Moodle Central: The #Moodle 3.2 Dashboard As Social Learning News Feed? #moodlenews

It seemed a somewhat outlandish idea at the time, but after the warm reception of the news on how Moodle ―especially since the environment of features included in December’s 3.2 release― could be turning into a true, “distributed social learning network”, it looks like the “Moodleverse” is looking at another critical building block. This post detailing the new features on Messaging and…

[phantomtutor]

SOLUTION AT Academic Writers Bay with MyManagementLab® • ynamic Study Modules—Helps students study effectively on their own by D continuously assessing their activity and performance in real time. Here’s how it works: students complete a set of questions with a unique answer format that also asks them to indicate their confidence level. Questions repeat until the student can answer them all correctly and confidently. Once completed, Dynamic Study Modules explain the concept using materials from the text. These are available as graded assignments prior to class, and accessible on smartphones, tablets, and computers. • • eporting Dashboard—View, analyze, and report learning outcomes R clearly and easily, and get the information you need to keep your students on track throughout the course with the new Reporting Dashboard. Available via the MyLab Gradebook and fully mobile-ready, the Reporting Dashboard presents student performance data at the class, section, and program levels in an accessible, visual manner. • • earning Catalytics™—Is an interactive, student response tool that L uses students’ smartphones, tablets, or laptops to engage them in more sophisticated tasks and thinking. Now included with MyLab with eText, Learning Catalytics enables you to generate classroom discussion, guide your lecture, and promote peer-to-peer learning with real-time analytics. ccessibility (ADA)—Pearson works continuously to ensure our products are A as accessible as possible to all students. The platform team for our Business MyLab products is working toward achieving WCAG 2.0 Level AA and Section 508 standards, as expressed in the Pearson Guidelines for Accessible Educational Web Media. Moreover, our products support customers in meeting their obligation to comply with the Americans with Disabilities Act (ADA) by providing access to learning technology programs for users with disabilities. The following information provides tips and answers to frequently asked questions for those using assistive technologies to access the Business MyLab products. As product accessibility evolves continuously, please email our Accessibility Team at [email protected] for the most up-to-date information. MS Integration—You can now link from Blackboard Learn, Brightspace by L D2L, Canvas, or Moodle to MyManagementLab. Access assignments, rosters, and resources, and synchronize grades with your LMS gradebook. For students, single sign-on provides access to all the personalized learning resources that make studying more efficient and effective. ALWAYS LEARNING A01_ROBB3859_14_SE_FM.indd 1 24/09/16 11:56 am This page intentionally left blank A01_HANL4898_08_SE_FM.indd 2 24/12/14 12:49 PM Fourteenth Edition Essentials of Organizational Behavior Stephen P. Robbins San Diego State University Timothy A. Judge The Ohio State University New York, NY A01_ROBB3859_14_SE_FM.indd 3 24/09/16 11:56 am Vice President, Business Publishing: Donna Battista Director of Portfolio Management: Stephanie Wall Portfolio Manager: Kris Ellis-Levy Editorial Assistant: Hannah Lamarre Vice President, Product Marketing: Roxanne McCarley Director of Strategic Marketing: Brad Parkins Strategic Marketing Manager: Deborah Strickland Product Marketer: Becky Brown Field Marketing Manager: Lenny Ann Kucenski Product Marketing Assistant: Jessica Quazza Vice President, Production and Digital Studio, Arts and Business: Etain O’Dea Director of Production, Business: Jeff Holcomb Managing Producer, Business: Ashley Santora Content Producer: Claudia Fernandes Operations Specialist: Carol Melville Creative Director: Blair Brown Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio, Arts and Business: Diane Lombardo Digital Studio Producer: Monique Lawrence Digital Studio Producer: Alana Coles Full-Service Project Management and Composition: Cenveo® Publisher Services Interior and Cover Designer: Cenveo® Publisher Services Cover Art: LeitnerR/Fotolia

Printer/Binder: RR Donnelley/Crawfordsville Cover Printer: Phoenix Color/Hagerstown Copyright © 2018, 2016, 2014 by Pearson Education, Inc. or its affiliates. All Rights Reserved. Manufactured in the United States of America. This publication is protected by copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, request forms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please visit www.pearsoned.com/permissions/ Acknowledgments of third-party content appear on the appropriate page within the text. PEARSON, ALWAYS LEARNING, and MYMANAGEMENTLAB® are exclusive trademarks owned by Pearson Education, Inc. or its affiliates in the U.S. and/or other countries. Unless otherwise indicated herein, any third-party trademarks, logos, or icons that may appear in this work are the property of their respective owners, and any references to third-party trademarks, logos, icons, or other trade dress are for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the owner and Pearson Education, Inc., or its affiliates, authors, licensees, or distributors. Library of Congress Cataloging-in-Publication Data Names: Robbins, Stephen P., author. | Judge, Tim, author. Title: Essentials of organizational behavior / Stephen P. Robbins, San Diego State University, Timothy A. Judge, University of Notre Dame. Description: Fourteen edition. | Boston : Pearson Education, [2016] | Includes index. Identifiers: LCCN 2016022886 (print) | LCCN 2016034760 (ebook) | ISBN 9780134523859 (pbk. : alk. paper) | ISBN 9780134527314 Subjects: LCSH: Organizational behavior. Classification: LCC HD58.7 .R6 2017 (print) | LCC HD58.7 (ebook) | DDC 658.3––dc23 LC record available at https://lccn.loc.gov/2016022886 10 9 8 7 6 5 4 3 2 1 ISBN 10: 0-13-452385-7 ISBN 13: 978-0-13-452385-9 A01_ROBB3859_14_SE_FM.indd 4 30/09/16 11:59 AM This book is dedicated to our friends and colleagues in The Organizational Behavior Teaching Society who, through their teaching, research and commitment to the leading process, have significantly improved the ability of students to understand and apply OB concepts. A01_ROBB3859_14_SE_FM.indd 5 24/09/16 11:56 am BRIEF CONTENTS PART 1 Understanding Yourself and Others Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 1 What Is Organizational Behavior? 1 Diversity in Organizations 17 Attitudes and Job Satisfaction 34 Emotions and Moods 47 Personality and Values 64 PART 2 Making and Implementing Decisions Chapter 6 Chapter 7 Chapter 8 82 Perception and Individual Decision Making Motivation Concepts 100 Motivation: From Concepts to Applications PART 3 Communicating in Groups and Teams 82 120 136 Chapter 9 Foundations of Group Behavior 136 Chapter 10 Understanding Work Teams 154 Chapter 11 Communication 170 PART 4 Negotiating Power and Politics Chapter 12 Leadership 186 Chapter 13 Power and Politics 207 Chapter 14 Conflict and Negotiation 186 226 PART 5 Leading, Understanding, and Transforming the Organization System 245 Chapter 15 Foundations of Organization Structure 245 Chapter 16 Organizational Culture 265 Chapter 17 Organizational Change and Stress Management 285 vi A01_ROBB3859_14_SE_FM.indd 6 24/09/16 11:56 am CONTENTS Preface xxii Acknowledgments xxix About the Authors xxx PART 1 Understanding Yourself and Others 1 Chapter 1 WHAT IS ORGANIZATIONAL BEHAVIOR? 1 Chapter Warm-up 1 Management and Organizational Behavior 2 Organizational Behavior (OB) Defined 3 Effective versus Successful Managerial Activities 3 Watch It—Herman Miller: Organizational Behavior 4 Complementing Intuition with Systematic Study 4 Big Data

5 Disciplines That Contribute to the OB Field 6 Psychology 6 Social Psychology 6 Sociology 7 Anthropology 7 There Are Few Absolutes in OB 7 Challenges and Opportunities for OB 8 Continuing Globalization 8 Workforce Demographics 10 Workforce Diversity 10 Social Media 10 Employee Well-Being at Work 11 Positive Work Environment 11 Ethical Behavior 12 Coming Attractions: Developing an OB Model 12 Overview 12 Inputs 13 Processes 13 Outcomes 14 Summary 15 Implications for Managers 15 Personal Inventory Assessments: Multicultural Awareness Scale 16 vii A01_ROBB3859_14_SE_FM.indd 7 24/09/16 11:56 am viii Contents Chapter 2 DIVERSITY IN ORGANIZATIONS 17 Chapter Warm-up 17 Diversity 17 Demographic Characteristics 18 Levels of Diversity 18 Discrimination 19 Stereotype Threat 19 Discrimination in the Workplace 20 Biographical Characteristics 21 Age 21 Sex 22 Race and Ethnicity 23 Disabilities 23 Hidden Disabilities 24 Other Differentiating Characteristics 25 Religion 25 Sexual Orientation and Gender Identity 25 Cultural Identity 27 Watch It—Verizon: Diversity 27 Ability 27 Intellectual Abilities 27 Physical Abilities 29 Implementing Diversity Management Strategies 29 Attracting, Selecting, Developing, and Retaining Diverse Employees 30 Diversity in Groups 31 Diversity Programs 32 Summary 32 Implications for Managers 33 Try It—Simulation: Human Resources 33 Personal Inventory Assessments: Intercultural Sensitivity Scale 33 Chapter 3 ATTITUDES AND JOB SATISFACTION 34 Chapter Warm-up 34 Attitudes 34 Watch It—Gawker Media: Attitudes and Job Satisfaction Attitudes and Behavior 36 Job Attitudes 37 Job Satisfaction and Job Involvement 37 A01_ROBB3859_14_SE_FM.indd 8 36 24/09/16 11:56 am Contents  ix Organizational Commitment 37 Perceived Organizational Support 37 Employee Engagement 38 Measuring Job Satisfaction 38 Approaches to Measurement 39 Measured Job Satisfaction Levels 39 What Causes Job Satisfaction? 39 Job Conditions 40 Personality 41 Pay 41 Corporate Social Responsibility (CSR) 41 Outcomes of Job Satisfaction 42 Job Performance 42 Organizational Citizenship Behavior (OCB) 42 Customer Satisfaction 42 Life Satisfaction 43 The Impact of Job Dissatisfaction 43 Counterproductive Work Behavior (CWB) 43 Understanding the Impact 45 Summary 46 Implications for Managers 46 Try It—Simulation: Attitudes & Job Satisfaction 46 Personal Inventory Assessments: Core Self-Evaluation (CSE) Scale 46 Chapter 4 EMOTIONS AND MOODS 47 Chapter Warm-up 47 What Are Emotions and Moods? 47 The Basic Emotions 48 Moral Emotions 49 The Basic Moods: Positive and Negative Affect Experiencing Moods and Emotions 50 The Function of Emotions 50 Sources of Emotions and Moods 51 Personality 52 Time of Day 52 Day of the Week 52 Weather 52 Stress 54 Sleep 54 A01_ROBB3859_14_SE_FM.indd 9 49 24/09/16 11:56 am x Contents Exercise 54 Age 54 Sex 54 Emotional Labor 55 Controlling Emotional Displays 55 Emotional Dissonance and Mindfulness 56 Affective Events Theory 56 Emotional Intelligence 56 Emotion Regulation 58 Emotion Regulation Influences and Outcomes 58 Emotion Regulation Techniques 58 Ethics of Emotion Regulation 59 Watch It—East Haven Fire Department: Emotions and Moods OB Applications of Emotions and Moods 59 Selection 59 Decision Making 60 Creativity 60 Motivation 60 Leadership 60 Customer Service 61 Job Attitudes 61 Deviant Workplace Behaviors 61 Safety and Injury at Work 62 59 Summary 62 Implications for Managers 62 Try It—Simulation: Emotions & Moods 63 Personal Inventory Assessments: Emotional Intelligence Assessment 63 Chapter 5 PERSONALITY AND VALUES 64 Chapter Warm-up 64 Personality 64 What Is Personality? 65 Personality Frameworks 66 The Myers-Briggs Type Indicator 66 The Big Five Personality Model 67 How Do the Big Five Traits Predict Behavior at Work? The Dark Triad 69 Other Personality Attributes Relevant to OB 71 Core Self-Evaluation (CSE) 71 A01_ROBB3859_14_SE_FM.indd 10 68 24/09/16 11:56 am Contents  xi Self-Monitoring 72 Proactive Personality 72 Personality

and Situations 72 Situation Strength Theory 73 Trait Activation Theory 74 Values 75 Watch It—Honest Tea: Ethics–Company Mission and Values 75 Terminal versus Instrumental Values 75 Generational Values 76 Linking an Individual’s Personality and Values to the Workplace 76 Person–Job Fit 76 Person–Organization Fit 77 Other Dimensions of Fit 77 Cultural Values 78 Hofstede’s Framework 78 The GLOBE Framework 79 Comparison of Hofstede’s Framework and the Globe Framework 79 Summary 81 Implications for Managers 81 Personal Inventory Assessments: Personality Style Indicator 81 PART 2 Making and Implementing Decisions 82 Chapter 6 PERCEPTION AND INDIVIDUAL DECISION MAKING 82 Chapter Warm-up 82 What Is Perception? 82 Factors That Influence Perception 83 Watch It—Orpheus Group Casting: Social Perception and Attribution 84 Person Perception: Making Judgments about Others 84 Attribution Theory 84 Common Shortcuts in Judging Others 86 The Link between Perception and Individual Decision Making 87 Decision Making in Organizations 87 The Rational Model, Bounded Rationality, and Intuition 87 A01_ROBB3859_14_SE_FM.indd 11 24/09/16 11:56 am xii Contents Common Biases and Errors in Decision Making 89 Influences on Decision Making: Individual Differences and Organizational Constraints 91 Individual Differences 92 Organizational Constraints 93 What about Ethics in Decision Making? 93 Three Ethical Decision Criteria 94 Choosing between Criteria 94 Behavioral Ethics 95 Lying 95 Creativity, Creative Decision Making, and Innovation in Organizations 95 Creative Behavior 96 Causes of Creative Behavior 96 Creative Outcomes (Innovation) 98 Summary 98 Implications for Managers 98 Try It—Simulation: Perception & Individual Decision Making 99 Personal Inventory Assessments: How Creative Are You? Chapter 7 Motivation Concepts 99 100 Chapter Warm-up 100 Motivation 100 Watch It—Motivation (TWZ Role Play) 101 Early Theories of Motivation 101 Hierarchy of Needs Theory 101 Two-Factor Theory 102 McClelland’s Theory of Needs 102 Contemporary Theories of Motivation 104 Self-Determination Theory 104 Goal-Setting Theory 105 Other Contemporary Theories of Motivation 108 Self-Efficacy Theory 108 Reinforcement Theory 110 Equity Theory/Organizational Justice 111 Expectancy Theory 115 Job Engagement 116 Integrating Contemporary Theories of Motivation 116 A01_ROBB3859_14_SE_FM.indd 12 30/09/16 11:42 AM Contents  xiii Summary 118 Implications for Managers 118 Try It—Simulation: Motivation 118 Personal Inventory Assessments: Work Motivation Indicator 119 Chapter 8 MOTIVATION: FROM CONCEPTS TO APPLICATIONS 120 Chapter Warm-up 120 Motivating by Job Design: The Job Characteristics Model (JCM) 121 Elements of the JCM 121 Efficacy of the JCM 121 Motivating Potential Score (MPS) 122 Cultural Generalizability of the JCM 123 Using Job Redesign to Motivate Employees 123 Job Rotation 123 Relational Job Design 124 Using Alternative Work Arrangements to Motivate Employees 124 Flextime 125 Job Sharing 126 Telecommuting 127 Using Employee Involvement and Participation (EIP) to Motivate Employees 127 Cultural EIP 128 Forms of Employee Involvement Programs 128 Using Extrinsic Rewards to Motivate Employees 129 What to Pay: Establishing a Pay Structure 129 How to Pay: Rewarding Individual Employees through Variable-Pay Programs 129 Using Benefits to Motivate Employees 133 Using Intrinsic Rewards to Motivate Employees 133 Watch It—ZAPPOS: Motivating Employees through Company Culture 134 Summary 134 Implications for Managers 135 Try It—Simulation: Extrinsic & Intrinsic Motivation 135 Personal Inventory Assessments: Diagnosing the Need for Team Building 135 A01_ROBB3859_14_SE_FM.indd 13 24/09/16 11:56 am xiv Contents PART 3 Communicating in Groups and Teams Chapter 9 FOUNDATIONS OF GROUP BEHAVIOR 136 136 Chapter Warm-up 136 Groups and Group Identity 137 Social Identity 137 Ingroups and Outgroups 137 Stages of Group Development 138 Watch It—Witness.org: Managing Groups & Teams 138 Group Property 1: Roles

139 Role Perception 140 Role Expectations 140 Role Conflict 140 Group Property 2: Norms 140 Norms and Emotions 141 Norms and Conformity 141 Norms and Behavior 142 Positive Norms and Group Outcomes 142 Negative Norms and Group Outcomes 143 Norms and Culture 144 Group Property 3: Status, and Group Property 4: Size 144 Group Property 3: Status 144 Group Property 4: Size 146 Group Property 5: Cohesiveness, and Group Property 6: Diversity 146 Group Property 5: Cohesiveness 147 Group Property 6: Diversity 147 Group Decision Making 149 Groups versus the Individual 149 Groupthink 150 Groupshift or Group Polarization 151 Group Decision-Making Techniques 151 Summary 152 Implications for Managers 153 Try It—Simulation: Group Behavior 153 Personal Inventory Assessments: Communicating Supportively 153 Chapter 10 UNDERSTANDING WORK TEAMS Chapter Warm-up 154 Why Have Teams Become so Popular? A01_ROBB3859_14_SE_FM.indd 14 154 154 24/09/16 11:56 am Contents  xv Differences between Groups and Teams 155 Types of Teams 156 Problem-Solving Teams 156 Self-Managed Work Teams 156 Cross-Functional Teams 157 Virtual Teams 158 Multiteam Systems 158 Watch It—Teams (TWZ Role Play) 159 Creating Effective Teams 159 Team Context: What Factors Determine Whether Teams Are Successful? 160 Team Composition 161 Team Processes 164 Turning Individuals into Team Players 166 Selecting: Hiring Team Players 167 Training: Creating Team Players 167 Rewarding: Providing Incentives to Be a Good Team Player 167 Beware! Teams Aren’t Always the Answer 168 Summary 168 Implications for Managers 168 Try It—Simulation: Teams 169 Personal Inventory Assessments: Team Development Behaviors 169 Chapter 11 COMMUNICATION 170 Chapter Warm-up 170 Communication 171 Functions of Communication 171 The Communication Process 172 Direction of Communication 172 Downward Communication 173 Upward Communication 173 Lateral Communication 173 Formal Small-Group Networks 174 The Grapevine 174 Modes of Communication 175 Oral Communication 175 Written Communication 176 Nonverbal Communication 176 A01_ROBB3859_14_SE_FM.indd 15 24/09/16 11:56 am xvi Contents Choice of Communication Channel 176 Channel Richness 176 Choosing Communication Methods 177 Information Security 178 Persuasive Communication 178 Automatic and Controlled Processing 178 Tailoring the Message 179 Barriers to Effective Communication 180 Filtering 180 Selective Perception 180 Information Overload 180 Emotions 181 Language 181 Silence 181 Communication Apprehension 181 Lying 182 Cultural Factors 182 Cultural Barriers 182 Cultural Context 183 A Cultural Guide 183 Watch It—Communication (TWZ Role Play) 184 Summary 184 Implications for Managers 185 Try It—Simulation: Communication 185 Personal Inventory Assessments: Communication Styles PART 4 Negotiating Power and Politics Chapter 12 LEADERSHIP 186 186 Chapter Warm-up 186 Watch It—Leadership (TWZ Role Play) 186 Trait Theories of Leadership 187 Personality Traits and Leadership 187 Emotional Intelligence (EI) and Leadership Behavioral Theories 188 Initiating Structure 188 Consideration 189 Cultural Differences 189 Contingency Theories 189 The Fiedler Model 189 A01_ROBB3859_14_SE_FM.indd 16 185 188 24/09/16 11:56 am Contents  xvii Situational Leadership Theory 191 Path–Goal Theory 191 Leader–Participation Model 192 Contemporary Theories of Leadership 192 Leader–Member Exchange (LMX) Theory 192 Charismatic Leadership 194 Transactional and Transformational Leadership 196 Responsible Leadership 199 Authentic Leadership 199 Ethical Leadership 200 Servant Leadership 200 Positive Leadership 201 Trust 201 Mentoring 203 Challenges to Our Understanding of Leadership Leadership as an Attribution 203 Substitutes for and Neutralizers of Leadership Online Leadership 205 203 204 Summary 205 Implications for Managers 205 Try It—Simulation: Leadership 206 Personal Inventory Assessments: Ethical Leadership Assessment 206 Chapter 13 POWER AND POLITICS 207 Chapter Warm-up 207 Watch It—Power and Political Behavior

207 Power and Leadership 208 Bases of Power 208 Formal Power 208 Personal Power 209 Which Bases of Power Are Most Effective? 210 Dependence: The Key to Power 210 The General Dependence Postulate 210 What Creates Dependence? 210 Social Network Analysis: A Tool for Assessing Resources 211 Power Tactics 212 Using Power Tactics 212 A01_ROBB3859_14_SE_FM.indd 17 24/09/16 11:56 am xviii Contents Cultural Preferences for Power Tactics Applying Power Tactics 214 213 How Power Affects People 214 Power Variables 214 Sexual Harassment: Unequal Power in the Workplace Politics: Power in Action 216 Definition of Organizational Politics The Reality of Politics 216 215 216 Causes and Consequences of Political Behavior 217 Factors Contributing to Political Behavior 217 How Do People Respond to Organizational Politics? Impression Management 220 The Ethics of Behaving Politically 222 Mapping Your Political Career 223 219 Summary 224 Implications for Managers 225 Try It—Simulation: Power & Politics 225 Personal Inventory Assessments: Gaining Power and Influence 225 Chapter 14 Conflict and Negotiation 226 Chapter Warm-up 226 A Definition of Conflict 226 Types of Conflict 228 Loci of Conflict 229 The Conflict Process 229 Stage I: Potential Opposition or Incompatibility Stage II: Cognition and Personalization 231 Stage III: Intentions 231 Stage IV: Behavior 232 Stage V: Outcomes 233 230 Watch It—Gordon Law Group: Conflict and Negotiation Negotiation 235 Bargaining Strategies 235 The Negotiation Process 237 Individual Differences in Negotiation Effectiveness Negotiating in a Social Context 241 Reputation 241 Relationships 242 A01_ROBB3859_14_SE_FM.indd 18 235 239 30/09/16 11:42 AM Contents  xix Third-Party Negotiations 242 Summary 243 Implications for Managers 243 Personal Inventory Assessments: Strategies for Handling Conflict 244 PART 5 Leading, Understanding, and Transforming the Organization System 245 Chapter 15 Foundations of Organization Structure 245 Chapter Warm-up 245 What Is Organizational Structure? 246 Work Specialization 246 Departmentalization 247 Chain of Command 248 Span of Control 249 Centralization and Decentralization 250 Formalization 251 Boundary Spanning 251 Common Organizational Frameworks and Structures 252 The Simple Structure 252 The Bureaucracy 253 The Matrix Structure 254 Alternate Design Options 255 The Virtual Structure 255 The Team Structure 256 The Circular Structure 257 The Leaner Organization: Downsizing 257 Why Do Structures Differ? 258 Organizational Strategies 258 Organization Size 260 Technology 260 Environment 260 Institutions 261 Organizational Designs and Employee Behavior 262 Work Specialization 262 Span of Control 262 Centralization 263 Predictability versus Autonomy 263 National Culture 263 Watch It—ZipCar: Organizational Structure A01_ROBB3859_14_SE_FM.indd 19 263 30/09/16 11:42 AM xx Contents Summary 263 Implications for Managers 264 Try It—Simulation: Organizational Structure 264 Personal Inventory Assessments: Organizational Structure Assessment 264 Chapter 16 ORGANIZATIONAL CULTURE 265 Chapter Warm-up 265 Watch It—Organizational Culture (TWZ Role Play) 265 What Is Organizational Culture? 266 A Definition of Organizational Culture 266 Do Organizations Have Uniform Cultures? 266 Strong versus Weak Cultures 267 Culture versus Formalization 268 What Do Cultures Do? 268 The Functions of Culture 268 Culture Creates Climate 269 The Ethical Dimension of Culture 269 Culture and Sustainability 270 Culture and Innovation 271 Culture as an Asset 271 Culture as a Liability 272 Creating and Sustaining Culture 273 How a Culture Begins 273 Keeping a Culture Alive 274 Summary: How Organizational Cultures Form 276 How Employees Learn Culture 276 Stories 277 Rituals 277 Symbols 277 Language 278 Influencing an Organizational Culture 278 An Ethical Culture 278 A Positive Culture 279 A Spiritual Culture 280 The Global Context 282 Summary 283 Implications for Managers 283 Try It—Simulation: Organizational Culture 283 Personal Inventory Assessments: Organizational Structure Assessment 284 A01_ROBB3859_14_SE_FM.

indd 20 24/09/16 11:56 am Contents  xxi Chapter 17 ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT 285 Chapter Warm-up 285 Change 285 Forces for Change 286 Reactionary versus Planned Change 286 Resistance to Change 287 Overcoming Resistance to Change 287 The Politics of Change 289 Approaches to Managing Organizational Change 290 Lewin’s Three-Step Model 290 Kotter’s Eight-Step Plan 290 Action Research 291 Organizational Development 291 Creating a Culture for Change 293 Managing Paradox 293 Stimulating a Culture of Innovation 294 Creating a Learning Organization 295 Organizational Change and Stress 296 Watch It—East Haven Fire Department: Managing Stress Stress at Work 296 What Is Stress? 297 Potential Sources of Stress at Work 298 Individual Differences in Stress 300 Cultural Differences 301 Consequences of Stress at Work 301 Managing Stress 302 Individual Approaches 302 Organizational Approaches 303 296 Summary 304 Implications for Managers 305 Try It—Simulation: Change 305 Personal Inventory Assessments: Tolerance of Ambiguity Scale 305 Epilogue 306 Endnotes 307 Glossary 354 Index 363 A01_ROBB3859_14_SE_FM.indd 21 24/09/16 11:56 am PREFACE This book was created as an alternative to the 600- or 700-page comprehensive text in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB in a style that readers will find both informative and interesting. We’re pleased to say that this text has achieved a wide following in short courses and executive programs as well as in traditional courses as a companion volume to experiential, skill development, case, and readings books. It is currently used at more than 500 colleges and universities in the United States, Canada, Latin America, Europe, Australia, and Asia. It’s also been translated into Spanish, Portuguese, Japanese, Chinese, Dutch, Polish, Turkish, Danish, and Bahasa Indonesian. KEY CHANGES FOR THE FOURTEENTH EDITION • Increased content coverage was added to include updated research, relevant discussion, and new exhibits on current issues of all aspects of organizational behavior. • Increased integration of contemporary global issues was added into topic discussions. • Extensive reorganization of all chapters with new headings and subsections to make navigating the print and digital versions of the text easier and bring important content to the fore. • Increased cross-references between chapters to link themes and concepts for the student’s quick access and to provide a more in-depth understanding of topics. • New assisted and auto-graded questions that students can complete and submit via MyManagementLab are provided for each chapter. • A new feature, Try It, has been added to 14 chapters to direct the student’s attention to MyManagementLab simulations specific to the content in the text. RETAINED FROM THE PREVIOUS EDITION What do people like about this book? Surveys of users have found general agreement about the following features. Needless to say, they’ve all been retained in this edition. xxii A01_ROBB3859_14_SE_FM.indd 22 • Length. Since its inception in 1984, we’ve tried diligently to keep this book in the range of 325 to 400 pages. Users tell us this length allows them considerable flexibility in assigning supporting materials and projects. • Balanced topic coverage. Although short in length, this book continues to provide balanced coverage of all the key concepts in OB. This includes not only traditional topics such as personality, motivation, and leadership but also cutting-edge issues such as emotions, diversity, negotiation, and teamwork. • Writing style. This book is frequently singled out for its fluid writing style and extensive use of examples. Users regularly tell us that they find this book “conversational,” “interesting,” “student friendly,” and “very clear and understandable.” 24/09/16 11:56 am Preface  xxiii • Practicality. This book has never been solely about theory. It’s about using theory to better explain and predict the behavior of people in organizations.

In each edition of this book, we have focused on making sure that readers see the link between OB theories, research, and implications for practice. • Absence of pedagogy. Part of the reason we’ve been able to keep this book short in length is that it doesn’t include review questions, cases, exercises, or similar teaching/learning aids. It continues to provide only the basic core of OB knowledge, allowing instructors the maximum flexibility in designing and shaping their courses. • Integration of globalization, diversity, and ethics. The topics of globalization and cross-cultural differences, diversity, and ethics are discussed throughout this book. Rather than being presented only in separate chapters, these topics have been woven into the context of relevant issues. Users tell us they find that this integrative approach makes these topics more fully part of OB and reinforces their importance. • Comprehensive supplements. Although this book may be short in length, it’s not short on supplements. It comes with a complete, high-tech support package for both faculty and students. Instructors are provided with a comprehensive Instructor’s Manual and Test Bank, TestGenerator, and PowerPoint slides. The MyManagementLab course provides both instructors and students with various types of assessments, video exercises, decision-making simulations, and Personal Inventory Assessments. CHAPTER-BY-CHAPTER CHANGES Chapter 1: What Is Organizational Behavior? • New content: Effective versus Successful Managerial Activities; Current Usage of, New Trends in, and Limitations of Big Data; Workforce Demographics; Social Media; and Inputs, Processes, and Outcomes of our General Model of Organizational Behavior • Newly revised sections: Management and Organizational Behavior • New research incorporated in the following areas: Introduction to Organizational Behavior, Big Data, Adapting to Differing Cultural and Regulatory Norms, Positive Work Environments, and Ethical Behavior • New features: Watch It (Herman Miller: Organizational Behavior) and Personal Inventory Assessments (Multicultural Awareness Scale) Chapter 2: Diversity in Organizations • New content: Stereotype Threat and Hidden Disabilities • Newly revised sections: Learning Objectives, Demographic Characteristics, Discrimination, Implementing Diversity Management Strategies, and Implications for Managers • New research incorporated in the following areas: Discrimination in the Workplace; Biographical Characteristics, including Age, Sex, Race, and Ethnicity; Disabilities; the Wonderlic Intellectual Ability Test; Diversity in Groups; and International Research on Religion, Sexual Orientation, Gender Identity, and Physical Abilities A01_ROBB3859_14_SE_FM.indd 23 24/09/16 11:56 am xxiv Preface • New features: Personal Inventory Assessments (Intercultural Sensitivity Scale), Watch It (Verizon: Diversity), and Try It (Simulation: Human Resources) Chapter 3: Attitudes and Job Satisfaction • New content: The Causes of Job Satisfaction, including Job Conditions, Personality, Pay, and Corporate Social Responsibility; Life Satisfaction as an Outcome of Job Satisfaction; and Counterproductive Work Behavior (CWB) as an Outcome of Job Dissatisfaction • Newly revised sections: Learning Objectives and Implications for Managers • New research incorporated in the following areas: Attitudes and Behavior, Employee Engagement, Measured Job Satisfaction Levels, How Satisfied Are People in Their Jobs, and Organizational Citizenship Behavior (OCB) as an Outcome of Job Satisfaction • New features: Watch It (Gawker Media: Attitudes and Job Satisfaction), Personal Inventory Assessments [Core Self-Evaluation (CSE) Scale], and Try It (Simulation: Attitudes & Job Satisfaction) Chapter 4: Emotions and Moods • New content: Moral Emotions; the Functions of Emotions, including Whether or Not Emotions Make Us Ethical; Emotion Regulation Influences, Outcomes, and Techniques; and the Ethics of Emotion Regulation • Newly revised

sections: Learning Objectives, Time of the Day as a Source of Emotions and Moods, Implications for Managers • New research incorporated in the following areas: Stress, Sleep, Age, and Sex as Sources of Emotions and Moods; Controlling Emotional Displays; Emotional Intelligence; Safety and Injury at Work as Outcomes of Emotions and Moods; and International Research on the Basic Emotions, Experiencing Moods, and Emotions, as well as on the Day of the Week and Weather as Sources of Emotions and Moods • New features: Personal Inventory Assessments (Emotional Intelligence Assessment) and Try It (Simulation: Emotions & Moods) Chapter 5: Personality and Values • New content: Whether or Not the Big Five Personality Traits Predict Behavior at Work, Other Dark-Side Traits, and Other Dimensions of Fit • Newly revised sections: Learning Objectives, Personality Frameworks, the MyersBriggs Type Indicator, Cultural Values, Summary, and Implications for Managers • New research incorporated in the following areas: Describing Personality; the Big Five Personality Model; the Dark Triad, Proactive Personality; Organizational Situations, Generational Values; Person–Organization Fit; and International Research on Measuring Personality, Narcissism, and Person–Job Fit • New features: Watch It (Honest Tea: Ethics—Company Mission and Values), and Personality Inventory Assessment (Personality Style Indicator) A01_ROBB3859_14_SE_FM.indd 24 24/09/16 11:56 am Preface  xxv Chapter 6: Perception and Individual Decision Making • New content: The Perceiver, Target, and Context as Factors That Influence Perception, Randomness Error; Nudging as an Influence on Decision Making; Choosing between the Three Ethical Decision Criteria; Lying and Ethical Decision Making; and Ethics and Creativity • Newly revised sections: Learning Objectives, the Halo Effect, Escalation of Commitment, Creative Potential, and Implications for Managers • New research incorporated in the following areas: Person Perception: Making Judgments about Others; Attribution Theory; the Link between Perception and Individual Decision Making; Gender as an Influence on Decision Making; Creative Behavior; Intelligence, Personality, and Expertise as Causes of Creative Behavior; the Creative Environment; and International Research on the Three Ethical Decision Criteria • New features: Watch It (Orpheus Group Casting: Social Perception and Attribution), Try It (Simulation: Perception & Individual Decision Making), and Personal Inventory Assessments (How Creative Are You?) Chapter 7: Motivation Concepts • New content: Goal-Setting and Ethics, Reinforcement Theory, Influencing SelfEfficacy in Others, Ensuring Justice, and Culture and Justice • Newly revised sections: Learning Objectives, Goal-Setting Theory, and Equity Theory/Organizational Justice • New research incorporated in the following areas: Hierarchy of Needs Theory as well as International Research on McClelland’s Theory of Needs, Goal-Setting Theory, Self-Determination Theory, Self-Efficacy Theory, and Equity Theory/ Organizational Justice • New features: Watch It [Motivation (TWZ Role Play)], Try It (Simulation: Motivation), and Personal Inventory Assessments (Work Motivation Indicator) Chapter 8: Motivation: From Concepts to Applications • Newly revised sections: The Job Characteristics Model, Job Rotation, Rewarding Individual Employees through Variable-Pay Programs, and Using Benefits to Motivate Employees • New research incorporated in the following areas: Job Rotation; Relational Job Design; Flextime; Job Sharing; Participative Management; Establishing a Pay Structure; Merit-Based Pay; Employee Stock Ownership Plans; Using Intrinsic Rewards; and International Research on the Job Characteristics Model, Telecommuting, Cultural Employee Involvement Programs, Representative Participation, Rewarding Individual Employees through Variable-Pay Programs, Piece-Rate Pay, Bonuses, and Profit-Sharing Plans • New features: Personal Inventory Assessments

(Diagnosing the Need for Team Building), Watch It (Zappos: Motivating Employees through Company Culture), and Try It (Simulation: Extrinsic & Intrinsic Motivation) A01_ROBB3859_14_SE_FM.indd 25 24/09/16 11:56 am xxvi Preface Chapter 9: Foundations of Group Behavior • New content: Social Identity, Ingroups and Outgroups, Norms and Emotions, Positive and Negative Norms and Group Outcomes, Norms and Culture, Group Status Inequity, and Group Status and Stigmatization • Newly revised sections: Learning Objectives; Role Expectations; Role Conflict; Group Status, Group Size, and Dynamics, Group Cohesiveness; Group Diversity; and Implications for Managers • New research incorporated in the following areas: Group Norms, Group Status and Norms, Group Status and Group Interaction, Group Size and Dynamics, Challenges of Group Diversity, Group Effectiveness and Efficiency, and International Research in Group Diversity • New features: Watch It (Witness.org: Managing Groups & Teams), Personal Inventory Assessments (Communicating Supportively), and Try It (Simulation: Group Behavior) Chapter 10: Understanding Work Teams • New content: Cultural Differences in Work Teams, Team Identity, Team Cohesion, and Shared Mental Models • Newly revised sections: Problem-Solving Teams, Summary, and Implications for Managers • New research incorporated in the following areas: The Popularity of Teams, Cross-Functional Teams, Virtual Teams, Multiteam Systems, Creating Effective Teams, Team Composition, Personality of Team Members, Size of Teams, and International Research on Climate of Trust • New features: Watch It [Teams (TWZ Role Play)], Personal Inventory Assessments (Team Development Behaviors), and Try It (Simulation: Teams) Chapter 11: Communication • New content: Managing Behavior, Feedback, Emotional Feedback, Emotional Sharing, Persuasion, and Information Exchange • Newly revised sections: Downward and Upward Communication, The Grapevine, Oral Communication, and Telephone • New research incorporated in the following areas: Functions of Communication and Information Overload • New features: Watch It [Communication (TWZ Role Play)], Personal Inventory Assessments (Communication Styles), and Try It (Simulation: Communication) Chapter 12: Leadership • New content: Dark Side Traits, Leader–Member Exchange Theory, How Transformational Leadership Works, Transformational versus Charismatic Leadership, Emotional Intelligence and Leadership, Leader-Participation Model, and Trust and Culture • Newly revised sections: Learning Objectives, Trait Theories of Leadership, Contemporary Theories of Leadership, Behavioral Theories, Responsible Leadership, and Authentic Leadership A01_ROBB3859_14_SE_FM.indd 26 24/09/16 11:56 am Preface  xxvii • New research incorporated in the following areas: Big Five Traits, Transactional and Transformational Leadership, Path–Goal Theory, Servant Leadership, and International Research on Charismatic Leadership and the Evaluation of Transformational Leadership • New features: Watch It [Leadership (TWZ Role Play)], Personal Inventory Assessments (Ethical Leadership Assessment), and Try It (Simulation: Leadership) Chapter 13: Power and Politics • New content: The General Dependence Postulate, Social Network Analysis, Sexual Harassment, Inter-Organizational Factors Contributing to Political Behavior, Interviews and Impression Management, Scarcity, and Nonsubstitutability • Newly revised sections: Learning Objectives and Individual Factors Contributing to Political Behavior • New research incorporated in the following areas: Impression Management, Performance Evaluations and Impression Management, Organizational Factors, and Contributing to Political Behavior • New features: Watch It (Power and Political Behavior), Personal Inventory Assessments (Gaining Power and Influence), and Try It (Simulation: Power & Politics) Chapter 14: Conflict and Negotiation • New content: Negotiating in a Social Context, Reputation and Relationships in Negotiations,

and Third-Party Negotiations • Newly revised sections: Learning Objectives, A Definition of Conflict, Loci of Conflict, and Stage IV of the Conflict Process: Behavior, Personality Traits, and Gender Differences in Negotiations • New research incorporated in the following areas: Functional Outcomes, Preparation and Planning for Negotiation, and International Research on Personal Variables as Sources of Conflict and Cultural Influences on Negotiation • New features: Watch It (Gordon Law Group: Conflict and Negotiation) and Personal Inventory Assessments (Strategies for Handling Conflict) Chapter 15: Foundations of Organization Structure • New content: Implications of Organizational Structure for OB; Boundary Spanning; Types of Organizational Structures, including Functional, Divisional, Team, and Circular Structures; and Institutions and Strategy • Newly revised sections: Learning Objectives and Description of Organizational Structure • New research incorporated in the following areas: The Leaner Organization: Downsizing, Organizational Strategies and Structure, and International Research on Technology and Strategy • New features: Personal Inventory Assessments (Organizational Structure Assessment), Try It (Simulation: Organizational Structure), and Watch It (ZipCar: Organizational Structure) A01_ROBB3859_14_SE_FM.indd 27 24/09/16 11:56 am xxviii Preface Chapter 16: Organizational Culture • New content: The Ethical Dimensions of Culture, Culture and Sustainability, Culture and Innovation, Culture as an Asset, Strengthening Dysfunctions, Rivals, and Influencing an Organizational Culture • Newly revised sections: Description of Organizational Culture, Barriers to Acquisitions and Mergers, Ethical Culture, Positive Culture, Rewarding More Than Punishing, and Building on Employee Strengths • New research incorporated in the following areas: Organizational Socialization • New features: Try It (Simulation: Organizational Culture) and Personal Inventory Assessments (Organizational Structure Assessment) Chapter 17: Organizational Change and Stress Management • New content: Reactionary versus Planned Change; The Politics of Change; Action Research; Sensitivity Training, Managing the Change Paradox; Describing and Creating a Learning Organization; Organizational Change and Stress; Allostasis; Potential Sources of Stress at Work; Environmental, Personal, and Organizational Factors Leading to Stress; Stress Additivity; Perception and Stress; Job Experience and Stress; Personality Traits and Stress; Cultural Differences and Stress; and Wellness Programs • Newly revised sections: Description of Change, Forces for Change, Coercion as a Tactic to Overcome Resistance to Change, Demands and Resources, Social Support and Stress, Summary, and Implications for Managers • New research incorporated in the following areas: Resistance to Change, Developing Positive Relationships to Overcome Resistance to Change, Context and Innovation, Behavioral Symptoms of Stress, and International Research on Communication to Overcome Resistance to Change and on Idea Champions • New features: Try It (Simulation: Change), Watch It (East Haven Fire Department: Managing Stress), and Personal Inventory Assessments (Tolerance of Ambiguity Scale) INSTRUCTOR RESOURCES At Pearson’s Higher Ed catalog, https://www.pearsonhighered.com/sign-in.html, instructors can easily register to gain access to a variety of instructor resources available with this text in downloadable format. If assistance is needed, our dedicated technical support team is ready to help with the media supplements that accompany this text. Visit https:// support.pearson.com/getsupport for answers to frequently asked questions and toll-free user support phone numbers. The following supplements are available with this text: • • • • Instructor’s Resource Manual Test Bank TestGen® Computerized Test Bank PowerPoint Presentation This title is available as an eBook and can be purchased at most eBook retailers. A01_ROBB3859_14_SE_FM.

indd 28 24/09/16 11:56 am ACKNOWLEDGMENTS We owe a debt of gratitude to all those at Pearson who have supported this text over the past 25 years and who have worked so hard on the development of this latest edition. On the editorial side, we want to thank Director of Portfolio Management Stephanie Wall, Portfolio Manager Kris Ellis-Levy, Managing Producer Ashley Santora, Content Producer Claudia Fernandes, and Editorial Assistant Hannah Lamarre. On the production side, we want to thank Moumita Majumdar and Revathi Viswanathan, Project Managers at Cenveo® Publisher Services. The authors are grateful for Lori Ehrman Tinkey of the University of Notre Dame for her invaluable assistance in manuscript editing and preparation. Thank you also to David Glerum, Ph.D., for his input. Last but not least, we would like to thank the marketing team for promoting the book to the market, and the sales staff who have been selling this book over its many editions. We appreciate the attention you’ve given this book. xxix A01_ROBB3859_14_SE_FM.indd 29 24/09/16 11:56 am ABOUT THE AUTHORS Stephen P. Robbins, Ph.D. University of Arizona Stephen P. Robbins is Professor Emeritus of Management at San Diego State University and the world’s best-selling textbook author in the areas of both management and organizational behavior. His books are used at more than a thousand U.S. colleges and universities, have been translated into 19 languages, and have adapted editions for Canada, Australia, South Africa, and India. Dr. Robbins is also the author of the best-selling books The Truth About Managing People, 2nd ed. (Financial Times/Prentice Hall, 2008) and Decide & Conquer (Financial Times/Prentice Hall, 2004). In his “other life,” Dr. Robbins actively participates in masters’ track competitions. Since turning 50 in 1993, he’s won 18 national championships and 12 world titles, and set numerous U.S. and world age-group records at 60, 100, 200, and 400 meters. In 2005, Dr. Robbins was elected into the USA Masters’ Track & Field Hall of Fame. Timothy A. Judge, Ph.D. University of Illinois at Urbana-Champaign Timothy A. Judge is currently the Alutto Professor of Leadership at The Ohio State University and Visiting Professor, Division of Psychology & Language Sciences, University College London. He has held academic positions at the University of Notre Dame, University of Florida, University of Iowa, Cornell University, Charles University in the Czech Republic, Comenius University in Slovakia, and University of Illinois at UrbanaChampaign. Dr. Judge’s primary research interests are in (1) personality, moods, and emotions; (2) job attitudes; (3) leadership and influence behaviors; and (4) careers (person–organization fit, career success). Dr. Judge has published more than 154 articles in these and other major topics in journals such as the Academy of Management Journal and the Journal of Applied Psychology. He is a fellow of several organizations, including the American Psychological Association and the Academy of Management. Among the many professional acknowledgments of his work, most recently Dr. Judge was awarded the Academy of Management Human Resources Division’s Scholarly Achievement Award for 2014. Dr. Judge is a co-author of Organizational Behavior, 17th ed., with Stephen P. Robbins, and Staffing Organizations, 8th ed., with Herbert G. Heneman III. He is married and has three children—a daughter who is a health care social worker, a daughter who is studying for a master’s degree, and a son in middle school. xxx A01_ROBB3859_14_SE_FM.indd 30 24/09/16 11:56 am PART 1 Understanding Yourself and Others 1 What Is Organizational Behavior? MyManagementLab ® Improve Your Grade! When you see this icon , visit mymanagementlab.com for activities that are applied, personalized, and offer immediate feedback. Learning Objectives After studying this chapter, you should be able to: 1. Define organizational behavior (referred to as OB throughout the text). 2. Show the value of systematic study to OB.

3. Identify the major behavioral science disciplines that contribute to OB. 4. Demonstrate why few absolutes apply to OB. 5. Identify managers’ challenges and opportunities in applying OB concepts. 6. Compare the three levels of analysis in this text’s OB model. Chapter Warm-up If your professor has chosen to assign this, go to the Assignments section of mymanagementlab.com to complete the chapter warm-up. A s you begin your study of this text, you might be wondering, “What is organizational behavior and why does it matter to me?” We get to the definition of organizational behavior, or OB, in a moment, but let’s begin with the end in mind—why OB matters, and what the study of OB offers you. First, a bit of history. Until the late 1980s, business school curricula emphasized the technical aspects of management, focusing on economics, accounting, finance, and quantitative techniques. Course work in human behavior and people skills received relatively 1 M01_ROBB3859_14_SE_C01.indd 1 19/09/16 3:58 PM 2 Part 1 • Understanding Yourself and Others less attention. Since then, however, business schools have realized the significant role interpersonal skills play in determining a manager’s effectiveness. In fact, a survey of over 2,100 CFOs across 20 industries indicated that a lack of interpersonal skills is the top reason why some employees fail to advance.1 One of the principal applications of OB is toward an improvement in interpersonal skills. Developing managers’ interpersonal skills helps organizations attract and keep high-performing employees, which is important since outstanding employees are always in short supply and are costly to replace. But the development of interpersonal skills is not the only reason OB matters. Secondly, from the organizational standpoint, incorporating OB principles can help transform a workplace from good to great, with a positive impact on the bottom line. Companies known as good places to work—such as Genentech, the Boston Consulting Group, Qualcomm, McKinsey & Company, Procter & Gamble, Facebook, and Southwest Airlines2—have been found to generate superior financial performance.3 Third, there are strong associations between the quality of workplace relationships and employee job satisfaction, stress, and turnover. For example, one very large survey of hundreds of workplaces and more than 200,000 respondents showed that social relationships among coworkers and supervisors were strongly related to overall job satisfaction. Positive social relationships also were associated with lower stress at work and lower intentions to quit.4 Further research indicates that employees who relate to their managers with supportive dialogue and proactivity find that their ideas are endorsed more often, which improves workplace satisfaction.5 Fourth, increasing the OB element in organizations can foster social responsibility awareness. Accordingly, universities have begun to incorporate social entrepreneurship education into their curriculum in order to train future leaders to address social issues within their organizations.6 This is especially important because there is a growing need for understanding the means and outcomes of corporate social responsibility, known as CSR.7 We discuss CSR more fully in Chapter 3. We understand that in today’s competitive and demanding workplace, managers can’t succeed on their technical skills alone. They also have to exhibit good people skills. This text has been written to help both managers and potential managers develop those people skills with the knowledge that understanding human behavior provides. In so doing, we believe you’ll also obtain lasting skills and insight about yourself and others. Management and Organizational Behavior The roles of a manager—and the necessary skills needed to perform as one—are constantly evolving. More than ever, individuals are placed into management positions without management training or informed experience. According to a large-scale survey,

more than 58 percent of managers reported they had not received any training and 25 percent admitted they were not ready to lead others when they were given the role.8 Added to that challenge, the demands of the job have increased: the average manager has seven direct reports (five was once the norm), and has less management time to spend with them than before.9 Considering that a Gallup poll found organizations chose the wrong candidate for management positions 82 percent of the time,10 we conclude that the more you can learn about people and how to manage them, the better prepared you will be to be that right candidate. OB will help you get there. M01_ROBB3859_14_SE_C01.indd 2 19/09/16 3:58 PM Chapter 1   • What Is Organizational Behavior? 3 Organizational Behavior (OB) Defined Organizational behavior (OB) is a field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. That’s a mouthful, so let’s break it down. OB is a field of study, meaning that it is a distinct area of expertise with a common body of knowledge. What does it study? It studies three determinants of behavior within organizations: individuals, groups, and structure. In addition, OB applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively. To sum up our definition, OB is the study of what people do in an organization and the way their behavior affects the organization’s performance. Because OB is concerned specifically with employment-related situations, it examines behavior in the context of job satisfaction, absenteeism, employment turnover, productivity, human performance, and management. Although debate exists about the relative importance of each, OB includes these core topics:11 • • • • • • • • organizational behavior A field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. Motivation Leader behavior and power Interpersonal communication Group structure and processes Attitude development and perception Change processes Conflict and negotiation Work design Effective versus Successful Managerial Activities Now that we understand what OB is, we may begin to apply some concepts. Consider the important issue of effective management. What makes one manager more effective than another? To answer the question, Fred Luthans, a prominent OB researcher, and his associates looked at what managers do from a unique perspective.12 They asked, “Do managers who move up most quickly in an organization do the same activities and with the same emphasis as managers who do the best job?” You might think the answer is yes, but that’s not always the case. Luthans and his associates studied more than 450 managers. All engaged in four managerial activities: 1. Traditional management. Decision making, planning, and controlling. 2. Communication. Exchanging routine information and processing paperwork. 3. Human resources (HR) management. Motivating, disciplining, managing conflict, staffing, and training. 4. Networking. Socializing, politicking, and interacting with outsiders. The “average” manager spent 32 percent of his or her time in traditional management activities, 29 percent communicating, 20 percent in HR management activities, and 19 percent networking. However, the time and effort different individual managers spent M01_ROBB3859_14_SE_C01.indd 3 19/09/16 3:58 PM 4 Part 1 • Understanding Yourself and Others When you see this icon, Global OB issues are being discussed in the paragraph. on those activities varied a great deal. Among managers who were successful (defined in terms of speed of promotion within their organizations), networking made the largest relative contribution to success

and HR management activities made the least relative contribution, which is the opposite of the average manager. Indeed, other studies in Australia, Israel, Italy, Japan, and the United States confirm the link between networking, social relationships, and success within an organization.13 However, Luthans and associates found that among effective managers (defined in terms of quantity and quality of their performance and the satisfaction and commitment of their employees), communication made the largest relative contribution and networking the least. This finding is more in line with the average manager, with the important exception of increased emphasis on communication. The connection between communication and effective managers is clear. Managers who explain their decisions and seek information from colleagues and employees—even if the information turns out to be negative—are the most effective.14 Watch It If your professor has assigned this, go to the Assignments section of mymanagementlab .com to complete the video exercise titled Herman Miller: Organizational Behavior. Complementing Intuition with Systematic Study systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. evidence-based management (EBM) The basing of managerial decisions on the best available scientific evidence. intuition An instinctive feeling not necessarily supported by research. M01_ROBB3859_14_SE_C01.indd 4 Whether you’ve explicitly thought about it before or not, you’ve been “reading” people almost all your life by watching their actions and interpreting what you see, or by trying to predict what people might do under different conditions. The casual approach to reading others can often lead to erroneous predictions, but using a systematic approach can improve your accuracy. Underlying the systematic approach is the belief that behavior is not random. Rather, we can identify fundamental consistencies underlying the behavior of all individuals and modify them to reflect individual differences. These fundamental consistencies are very important. Why? Because they allow for predictability. Behavior is generally predictable, and the systematic study of behavior is a means to making reasonably accurate predictions. When we use the term systematic study, we mean looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence—that is, on data gathered under controlled conditions and measured, and interpreted, in a rigorous manner. Evidence-based management (EBM) complements systematic study by basing managerial decisions on the best available scientific evidence. For example, we want doctors to make decisions about patient care based on the latest available evidence, and EBM argues that managers should do the same, thinking more scientifically about management problems. A manager might pose a question, search for the best available evidence, and apply the relevant information to the question or case at hand. You might wonder what manager would not base decisions on evidence, but the vast majority of management decisions are still made “on the fly,” with little to no systematic study of available evidence.15 Systematic study and EBM add to intuition, or those “gut feelings” about what makes others (and ourselves) “tick.” Of course, the things you have come to believe in an unsystematic way are not necessarily incorrect. Jack Welch (former CEO of General 19/09/16 3:58 PM Chapter 1   • What Is Organizational Behavior? 5 Electric) noted, “The trick, of course, is to know when to go with your gut.”16 But if we make all decisions with intuition or gut instinct, we’re likely working with incomplete information—like making an investment decision with only half the data about the potential for risk and reward. Big Data Data, the foundation of EBM, have been used to evaluate behavior since at least 1749, when the word “statistic” was coined to mean a “description of the state.

”17 Statistics back then were used for purposes of governance, but since the data collection methods were clumsy and simplistic, so were the conclusions. “Big data”—the extensive use of statistical compilation and analysis—didn’t become possible until computers were sophisticated enough to both store and manipulate large amounts of information. The use of big data began with online retailers but has since permeated virtually every business. Current Usage No matter how many terabytes of data firms collect or from how many sources, the reasons for data analytics include: predicting events, from a book purchase to a spacesuit malfunction; detecting how much risk is incurred at any time, from the risk of a fire to that of a loan default; and preventing catastrophes large and small, from a plane crash to the overstocking of a product.18 With big data, U.S. defense contractor BAE Systems protects itself from cyber-attacks, San Francisco’s Bank of the West uses customer data to create tiered pricing systems, and London’s Graze.com analyzes customers’ preferences to select snack samples to send with their orders.19 New Trends The use of big data for understanding, helping, and managing people is relatively new but holds promise. In fact, research on 10,000 workers in China, Germany, India, the United Kingdom, and the United States indicated that employees expect the next transformation in the way people work will rely more on technological advancements than on any other factor, such as demographic changes.20 It is good news for the future of business that researchers, the media, and company leaders have identified the potential of data-driven management and decision making. A manager who uses data to define objectives, develop theories of causality, and test those theories can determine which employee activities are relevant to the objectives.21 Big data has implications for correcting management assumptions and increasing positive performance outcomes. Increasingly, it is applied toward making effective decisions (Chapter 6) and managing organizational change (Chapter 17). It is quite possible that the best use of big data in managing people will come from OB and psychology research where it might, for instance, even help employees with mental illnesses monitor and change their behavior.22 Limitations As technological capabilities for handling big data have increased, so have issues of privacy and appropriate application. This is particularly true when data collection includes surveillance instruments. For instance, an experiment in Brooklyn, New York, has been designed to improve the quality of life for residents, but the researchers will collect potentially intrusive data from infrared cameras, sensors, and smartphone Wi-Fi signals.23 Through similar methods of surveillance monitoring, a bank call center and a pharmaceutical company found that employees were more productive with more social interaction, so they changed their break time policies so more people took breaks M01_ROBB3859_14_SE_C01.indd 5 19/09/16 3:58 PM 6 Part 1 • Understanding Yourself and Others together. They then saw sales increase and turnover decrease. Bread Winners Café in Dallas, Texas, constantly monitors all employees in the restaurant through surveillance and uses that data to promote or discipline its servers.24 Privacy and application issues abound with these techniques, but abandoning them is not necessarily the fix. An understanding of deeper OB issues can help find the productive balance. These big data tactics and others might yield results—and research indicates that, in fact, electronic performance monitoring does increase task performance and citizenship behavior (helping behaviors towards others), at least in the short term. But critics point out that after Frederick Taylor introduced surveillance analytics in 1911 to increase productivity through monitoring and feedback controls, his management control techniques were surpassed by Alfred Sloan’s greater success with management outcomes, achieved by providing meaningful work to employees.

25 We are not advising you to throw intuition out the window. In dealing with people, leaders often rely on hunches, and sometimes the outcomes are excellent. At other times, human tendencies get in the way. What we are advising is to use evidence as much as possible to inform your intuition and experience. The prudent use of big data, along with an understanding of human behavioral tendencies, can contribute to sound decision making and ease natural biases. That is the promise of OB. Disciplines That Contribute to the OB Field OB is an applied behavioral science built on contributions from a number of behavioral disciplines, mainly psychology and social psychology, sociology, and anthropology. Psychology’s contributions have been principally at the individual or micro-level of analysis, while the other disciplines have contributed to our understanding of macro concepts such as group processes and organization. Exhibit 1-1 is an overview of the major contributions to the study of OB. Psychology psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Psychology seeks to measure, explain, and sometimes change the behavior of humans and other animals. Contributors to the knowledge of OB are learning theorists, personality theorists, counseling psychologists, and, most important, industrial and organizational psychologists. Early industrial and organizational psychologists studied the problems of fatigue, boredom, and other working conditions that could impede efficient work performance. More recently, their contributions have expanded to include learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee-selection techniques, work design, and job stress. Social Psychology social psychology An area of psychology that blends concepts from psychology and sociology to focus on the influence of people on one another. M01_ROBB3859_14_SE_C01.indd 6 Social psychology, generally considered a branch of psychology, blends concepts from both psychology and sociology to focus on people’s influence on one another. One major study area is change—how to implement it and how to reduce barriers to its acceptance. Social psychologists also contribute to measuring, understanding, and changing attitudes; identifying communication patterns; and building trust. Finally, they have made important contributions to our study of group behavior, power, and conflict. 19/09/16 3:58 PM 7 Chapter 1   • What Is Organizational Behavior? Behavioral science Psychology Social psychology Contribution Learning Motivation Personality Emotions Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Output Exhibit 1-1 Toward an OB Discipline Individual Behavioral change Attitude change Communication Group processes Group decision making Communication Power Conflict Intergroup behavior Sociology Unit of analysis Group Study of organizational behavior Formal organization theory Organizational technology Organizational change Organizational culture Comparative values Comparative attitudes Cross-cultural analysis Organization system Anthropology Organizational culture Organizational environment Power Sociology While psychology focuses on the individual, sociology studies people in relation to their social environment or culture. Sociologists have contributed to OB through their study of group behaviors in organizations, particularly formal and complex organizations. Perhaps most importantly, sociologists have studied organizational culture, formal organization theory and structure, organizational technology, communications, power, and conflict. sociology The study of people in relation to their social environment or culture. Anthropology Anthropology is the study of societies in order to learn about human beings and their activities.

Anthropologists’ work on cultures and environments has helped us understand differences in fundamental values, attitudes, and behavior among people in different countries and within different organizations. Much of our current understanding of organizational culture, organizational climate, and differences among national cultures is a result of the work of anthropologists or those using their methods. anthropology The study of societies to learn about human beings and their activities. There are Few Absolutes in OB Laws in the physical sciences—chemistry, astronomy, physics—are consistent and apply in a wide range of situations. They allow scientists to generalize about the pull of gravity or to be confident about sending astronauts into space to repair satellites. Human beings are complex, and few, if any, simple and universal principles explain human behavior. Because we M01_ROBB3859_14_SE_C01.indd 7 19/09/16 3:58 PM 8 Part 1 • Understanding Yourself and Others contingency variables Situational factors or variables that moderate the relationship between two or more variables. are not alike, our ability to make simple, accurate, and sweeping generalizations about ourselves is limited. Two people often act very differently in the same situation, and the same person’s behavior changes in different situations. For instance, not everyone is motivated by money, and people may behave differently at a religious service than they do at a party. This doesn’t mean, of course, that we can’t offer reasonably accurate explanations of human behavior or make valid predictions. It does mean that OB concepts must reflect situational, or contingency, conditions. We can say x leads to y, but only under conditions specified in z—the contingency variables. The science of OB was developed by applying general concepts to a particular situation, person, or group. For example, OB scholars would avoid stating that everyone likes complex and challenging work (a general concept). Why? Because not everyone wants a challenging job. Some people prefer routine over varied work, or simple over complex tasks. A job attractive to one person may be unattractive to another; its appeal is contingent on the person who holds it. Often, we find both general effects (money does have some ability to motivate most of us) and contingencies (some of us are more motivated by money than others, and some situations are more about money than others). We best understand OB when we realize how both (general effects and the contingencies that affect them) often guide behavior. Challenges and Opportunities for OB Understanding organizational behavior has never been more important for managers. Take a quick look at the dramatic changes in organizations. The typical employee is getting older; the workforce is becoming increasingly diverse; and global competition requires employees to become more flexible and cope with rapid change. As a result of these changes and others, employment options have adapted to include new opportunities for workers. Exhibit 1-2 details some of the types of options individuals may find offered to them by organizations or for which they would like to negotiate. Under each heading in the exhibit, you will find a grouping of options from which to choose—or combine. For instance, at one point in your career you may find yourself employed full time in an office in a localized, nonunion setting with a salary and bonus compensation package, while at another point you may wish to negotiate for a flextime, virtual position and choose to work from overseas for a combination of salary and extra paid time off. In short, today’s challenges bring opportunities for managers to use OB concepts. In this section, we review some—but not nearly all—of the critical developing issues confronting managers for which OB offers solutions or, at least, meaningful insights toward solutions. Continuing Globalization Organizations are no longer constrained by national borders. Samsung,

the largest South Korean business conglomerate, sells most of its products to organizations in other countries; Burger King is owned by a Brazilian firm; and McDonald’s sells hamburgers in 118 countries on 6 continents. Even Apple—arguably the U.S. company with the strongest U.S. identity—employs twice as many workers outside the United States as it does inside the country. And all major automobile makers now manufacture cars outside their borders; Honda builds cars in Ohio, Ford in Brazil, Volkswagen in Mexico, and both Mercedes and BMW in the United States and South Africa. The world has become a global village. In the process, the manager’s job has changed. Effective managers anticipate and adapt their approaches to the global issues we discuss next. M01_ROBB3859_14_SE_C01.indd 8 19/09/16 3:58 PM 9 Chapter 1   • What Is Organizational Behavior? Categories of Employment Types of Employment Places of Employment Conditions of Employment Compensation for Employment Employed Full-time Anchored (office/cubicle) Local Salary Underemployed/ underutilized Part-time Floating (shared space) Expatriate Hourly Re-employed Flextime Virtual Short-term assignee Overtime Unemployed/jobless Job share Flexible Flexpatriate Bonus Work from home International business traveler Contract Entrepreneur Contingent Retired Independent contractor Visa employee Time off Job seeking Temporary Union/nonunion employee Benefits Furloughed Reduced hours Laid off Intern Exhibit 1-2 Employment Options Sources: J.R. Anderson Jr., et al., “Action Items: 42 Trends Affecting Benefits, Compensation, Training, Staffing and Technology,” HR Magazine (January 2013) p. 33; M. Dewhurst, B. Hancock, and D. Ellsworth, “Redesigning Knowledge Work,” Harvard Business Review (January-February 2013), 58–64; E. Frauenheim, “Creating a New Contingent Culture,“ Workforce Management (August 2012), 34–39; N. Koeppen, “State Job Aid Takes Pressure off Germany,” The Wall Street Journal (february 1, 2013), p. A8; and M. A. Shaffer, M. L. Kraimer, Y,-P. Chen, and M.C. Bolino, “Choices, Challenges, and Career Consequences of Global Work Experiences: A Review and Future Agenda,” Journal of Management (July 2012), 1282–1327. Working with People from Different Cultures In your own country or on foreign assignment, you’ll find yourself working with bosses, peers, and other employees born and raised in different cultures. What motivates you may not motivate them. Or your communication style may be straightforward and open, which others may find uncomfortable and threatening. To work effectively with people from different cultures, you need to understand how their culture and background have shaped them and how to adapt your management style to fit any differences. Adapting to Differing Cultural and Regulatory Norms To be effective, managers need to know the cultural norms of the workforce in each country where they do business. For instance, in some countries a large percentage of the workforce enjoys long holidays. There are national and local regulations to consider, too. Managers of subsidiaries abroad need to be aware of the unique financial and legal regulations applying to “guest companies” or else risk violating them. Violations can have implications for their operations in that country and also for political relations between countries. Managers also need to be cognizant of differences in regulations for competitors in that country; many times, understanding the laws can lead to success or failure. For example, knowing local banking laws allowed one multinational firm—the Bank of China—to seize control of a storied (and very valuable) London building, Grosvenor House, from under the nose M01_ROBB3859_14_SE_C01.indd 9 19/09/16 3:58 PM 10 Part 1 • Understanding Yourself and Others of the owner, the Indian hotel group Sahara. Management at Sahara contended that the loan default that led to the seizure was a misunderstanding regarding one of their other properties in New York.26 Globalization can get complicated.

Workforce Demographics The workforce has always adapted to variations in the economy, longevity, birth rates, socioeconomic conditions, and other changes that have a widespread impact. People adapt to survive, and OB studies the way those adaptations affect individuals’ behavior. For instance, even though the 2008 global recession ended years ago, some trends from those years are continuing: many people who have been long unemployed have left the workforce,27 while others have cobbled together several part-time jobs28 or settled for ondemand work.29 Further options that have been particularly popular for younger educated workers have included obtaining specialized industry training after college,30 accepting full-time jobs that are lower-level,31 and starting their own companies.32 As students of OB, we can investigate what factors lead employees to make various choices and how their experiences affect their perceptions of their workplaces. In turn, this can help us predict organizational outcomes. Longevity and birth rates have also changed the dynamics in organizations. Global longevity rates have increased by six years in a very short time (since 1990),33 while birth rates are decreasing for many developed countries; trends that together indicate a lasting shift toward an older workforce. OB research can help explain what this means for employee attitudes, organizational culture, leadership, structure, and communication. Finally, socioeconomic shifts have a profound effect on workforce demographics. For example, the days when women stayed home because it was expected are just a memory in some cultures, while in others, women face significant barriers to entry into the workforce. We are interested in how these women fare in the workplace, and how their conditions can be improved. This is just one illustration of how cultural and socioeconomic changes affect the workplace, but it is one of many. We discuss how OB can provide understanding and insight on workforce issues throughout this text. Workforce Diversity workforce diversity The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics. One of the most important challenges for organizations is workforce diversity, a trend by which organizations are becoming more heterogeneous in terms of employees’ gender, age, race, ethnicity, sexual orientation, and other characteristics. Managing this diversity is a global concern. Though we have more to say about it in the next chapter, suffice it to say here that diversity presents great opportunities and poses challenging questions for managers and employees. How can we leverage differences within groups for competitive advantage? Should we treat all employees alike? Should we recognize individual and cultural differences? What are the legal requirements in each country? Does increasing diversity even matter? It is important to address the spoken and unspoken concerns of organizations today. Social Media As we discuss in Chapter 11, social media in the business world is here to stay. Despite its pervasiveness, many organizations continue to struggle with employees’ use of social media in the workplace. For instance, in February 2015, a Texas pizzeria fired an emp­loyee M01_ROBB3859_14_SE_C01.indd 10 19/09/16 3:58 PM Chapter 1   • What Is Organizational Behavior? 11 before her first day of work because she tweeted unflattering comments about her future job. In December 2014, Nordstrom fired an Oregon employee who had posted a personal Facebook comment seeming to advocate violence against white police officers.34 These examples show that social media is a difficult issue for today’s managers, presenting both a challenge and an opportunity for OB. For instance, how much should HR look into a candidate’s social media presence? Should a hiring manager read the candidate’s Twitter feeds, or just do a quick perusal of his or her Facebook profile? Managers

need to adopt policies designed to protect employees and their organizations with balance and understanding. Once employees are on the job, many organizations have policies about accessing social media at work—when, where, and for what purposes. But what about the impact of social media on employee well-being? One recent study found that subjects who woke up in a positive mood and then accessed Facebook frequently found their mood worsened during the day. Moreover, subjects who checked Facebook frequently over a two-week period reported a decreased level of satisfaction with their lives.35 Managers—and OB— are trying to increase employee satisfaction, and therefore improve and enhance positive organizational outcomes. We discuss these issues further in Chapters 3 and 4. Employee Well-Being at Work One of the biggest challenges to maintaining employee well-being is the reality that many workers never get away from the virtual workplace. while communication technology allows many technical and professional employees to do their work at home, in their cars, or on the beach in Tahiti, it also means many feel like they’re not part of a team. “The sense of belonging is very challenging for virtual workers, who seem to be all alone out in cyberland,” said Ellen Raineri of Kaplan University, and many can relate to this feeling.36 Another challenge is that organizations are asking employees to put in longer hours. According to one recent study, one in four employees shows signs of burnout, and two in three report high stress levels and fatigue.37 This may actually be an underestimate because workers report maintaining “always on” access for their managers through e-mail and texting. Finally, employee well-being is challenged by heavy outside commitments. Millions of single-parent employees and employees with dependent parents face significant challenges in balancing work and family responsibilities, for instance. As you’ll see in later chapters, the field of OB offers a number of suggestions to guide managers in designing workplaces and jobs that can help employees deal with work–life conflicts. Positive Work Environment A growing area in OB research is positive organizational scholarship (POS; also called positive organizational behavior), which studies how organizations develop human strengths, foster vitality and resilience, and unlock potential. Researchers in this area say too much of OB research and management practice has been targeted toward identifying what’s wrong with organizations and their employees. In response, they try to study what’s good about them.38 Some key subjects in positive OB research are engagement, hope, optimism, and resilience in the face of strain. Researchers hope to help practitioners create positive work environments for employees. M01_ROBB3859_14_SE_C01.indd 11 positive organizational scholarship An area of OB research that concerns how organizations develop human strengths, foster vitality and resilience, and unlock potential. 19/09/16 3:58 PM 12 Part 1 • Understanding Yourself and Others Although positive organizational scholarship does not deny the value of the negative (such as critical feedback), it does challenge researchers to look at OB through a new lens and pushes organizations to make use of employees’ strengths rather than dwell on their limitations. One aspect of a positive work environment is the organization’s culture, the topic of Chapter 16. Organizational culture influences employee behavior so strongly that organizations have employed “culture officers” to shape and preserve the company’s personality.39 Ethical Behavior ethical dilemmas and ethical choices Situations in which individuals are required to define right and wrong conduct. In an organizational world characterized by cutbacks, expectations of increasing productivity, and tough competition; it’s not surprising many employees feel pressured to cut corners, break rules, and engage in other questionable practices. Increasingly

they face ethical dilemmas and ethical choices in which they are required to identify right and wrong conduct. Should they “blow the whistle” if they uncover illegal activities in their companies? Do they follow orders with which they don’t personally agree? Should they “play politics” to advance their careers? What constitutes good ethical behavior has never been clearly defined and, in recent years, the line differentiating right from wrong has blurred. We see people all around us engaging in unethical practices—elected officials pad expense accounts or take bribes; corporate executives inflate profits to cash in lucrative stock options; and university administrators look the other way when winning coaches encourage scholarship athletes to take easy courses or even, in the recent case at the University of North Carolina–Chapel Hill, sham courses with fake grades.40 When caught, we see people give excuses such as “Everyone does it” or “You have to seize every advantage.” Today’s manager must create an ethically healthy climate for employees in which they can do their work productively with minimal ambiguity about right and wrong behaviors. Companies that promote a strong ethical mission, encourage employees to behave with integrity, and provide strong leadership can influence employee decisions to behave ethically.41 Classroom training sessions in ethics have also proven helpful in maintaining a higher level of awareness of the implications of employee choices as long as the training sessions are given on an ongoing basis.42 In upcoming chapters, we discuss the actions managers can take to create an ethically healthy climate and help employees sort through ambiguous situations. Coming Attractions: Developing An OB Model We conclude this chapter by presenting a general model that defines the field of OB and stakes out its parameters, concepts, and relationships. By studying the model, you will have a good picture of how the topics in this text can inform your approach to management issues and opportunities. Overview model An abstraction of reality, a simplified representation of some real-world phenomenon. M01_ROBB3859_14_SE_C01.indd 12 A model is an abstraction of reality, a simplified representation of some real-world phenomenon. Exhibit 1-3 presents the skeleton of our OB model. It proposes three types of variables (inputs, processes, and outcomes) at three levels of analysis (individual, group, and organizational). In the chapters to follow, we proceed from the individual level 19/09/16 3:58 PM Chapter 1   • What Is Organizational Behavior? Inputs Processes 13 Outcomes Individual Level • Diversity • Personality • Values Individual Level • Emotions and moods • Motivation • Perception • Decision making Individual Level • Attitudes and stress • Task performance • Citizenship behavior • Withdrawal behavior Group Level • Group structure • Group roles • Team responsibilities Group Level • Communication • Leadership • Power and politics • Conflict and negotiation Group Level • Group cohesion • Group functioning Organizational Level • Structure • Culture Organizational Level • Human resource management • Change practices Organizational Level • Productivity • Survival Exhibit 1-3 A Basic OB Model (Chapters 2 through 8) to group behavior (Chapters 9 through 14) to the organizational system (Chapters 15 through 17). The model illustrates that inputs lead to processes, which lead to outcomes; we discuss interrelationships at each level of analysis. Notice that the model also shows that outcomes can influence inputs in the future, which highlights the broad-reaching effect OB initiatives can have on an organization’s future. Inputs Inputs are the variables like personality, group structure, and organizational culture that lead to processes. These variables set the stage for what will occur in an organization later. Many are determined in advance of the employment relationship. For example, individual diversity characteristics, personality,

and values are shaped by a combination of an individual’s genetic inheritance and childhood environment. Group structure, roles, and team responsibilities are typically assigned immediately before or after a group is formed. Finally, organizational structure and culture are usually the result of years of development and change as the organization adapts to its environment and builds up customs and norms. inputs Variables like personality, group structure, and organizational culture that lead to processes. Processes If inputs are like the nouns in OB, processes are like verbs. Processes are actions that indi­viduals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes. At the individual level, processes include emotions and moods, motivation, perception, and decision making. At the group level, they include communication, leadership, power and politics, and conflict and negotiation. Finally, at the organizational level, processes include HR management and change practices. M01_ROBB3859_14_SE_C01.indd 13 processes Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes. 19/09/16 3:58 PM 14 Part 1 • Understanding Yourself and Others Outcomes outcomes Key factors that are affected by some other variables. Outcomes are the key variables that you want to explain or predict, and that are affected by some other variables. What are the primary outcomes in OB? Scholars have emphasized individual-level outcomes, such as attitudes and stress, task performance, citizenship behavior, and withdrawal. At the group level, cohesion and functioning are the dependent variables. Finally, at the organizational level, we look at overall productivity and survival. Because these outcomes are covered in all the chapters, we briefly discuss each so you can understand the goal of OB. attitudes Evaluative statements or judgments concerning objects, people, or events. stress An unpleasant psychological process that occurs in response to environmental pressures. Attitudes and Stress task performance The combination of effectiveness and efficiency at doing core job tasks. As we discuss in depth in Chapter 3, employee attitudes are the evaluations employees make, ranging from positive to negative, about objects, people, or events. For example, the statement “I really think my job is great” is a positive job attitude, while “My job is boring and tedious” is a negative job attitude. Stress is an unpleasant psychological condition that occurs in response to environmental pressures. Some people might think influencing employee attitudes and stress is purely soft stuff and not the business of serious managers, but as you will learn, attitudes often have behavioral consequences that directly relate to organizational effectiveness. Ample evidence shows that employees who are more satisfied and treated fairly are more willing to engage in the above-and-beyond citizenship behavior that is so vital in the contemporary business environment. Task Performance The combination of effectiveness and efficiency at doing your core job tasks is a reflection of your level of task performance. If we think about the job of a factory worker, task performance could be measured by the number and quality of products produced in an hour. The task performance measurement of a teacher would be the level of education that students obtain. The task performance measurement of consultants might be the timeliness and quality of the presentations they offer to the client. All these types of performance relate to the core duties and responsibilities of a job and are often directly related to the functions listed on a formal job description. organizational citizenship behavior (OCB) Discretionary behavior that contributes to the psychological and social environment of the workplace. The discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological

and social environment of the workplace, is called organizational citizenship behavior (OCB), or simply citizenship behavior. Successful organizations have employees who do more than their usual job duties—who provide performance beyond expectations. Organizations want and need employees who make positive contributions that aren’t in any job description, and evidence indicates organizations that have such employees outperform those that don’t. As a result, OB is concerned with citizenship behavior as an outcome variable. withdrawal behavior The set of actions employees take to separate themselves from the organization. Withdrawal Behavior We’ve already mentioned behavior that goes above and beyond task requirements, but what about behavior that in some way is below task requirements? Withdrawal behavior is the set of actions that employees take to separate themselves from the organization. There are many forms of withdrawal, ranging from showing up late or failing to attend meetings to absenteeism and turnover. Employee withdrawal can have a very negative effect on an organization. Organizational Citizenship Behavior (OCB) M01_ROBB3859_14_SE_C01.indd 14 19/09/16 3:58 PM Chapter 1   • What Is Organizational Behavior? Although many outcomes in our model can be conceptualized as individual-level phenomena, some relate to the way groups operate. Group cohesion is the extent to which members of a group support and validate one another at work. In other words, a cohesive group is one that sticks together. When employees trust one another, seek common goals, and work together to achieve these common ends, the group is cohesive; when employees are divided among themselves in terms of what they want to achieve and have little loyalty to one another, the group is not cohesive. We can apply OB concepts toward group cohesion. 15 Group Cohesion Group Functioning In the same way that positive job attitudes can be associated with higher levels of task performance, group cohesion should lead to positive group functioning. Group functioning refers to the quantity and quality of a group’s work output. In the same way that the performance of a sports team is more than the sum of each individual player’s performance, group functioning in work organizations is more than the sum of individual task performances. Productivity The highest level of analysis in OB is the organization as a whole. An organization is productive if it achieves its goals by transforming inputs into outputs at the lowest cost. Thus productivity requires both effectiveness and efficiency. A business firm is effective when it attains its sales or market share goals, but its productivity also depends on achieving those goals efficiently. Popular measures of organizational efficiency include return on investment, profit per dollar of sales, and output per hour of labor. Service organizations must include customer needs and requirements in assessing their effectiveness. Why? Because a clear chain of cause and effect runs from employee attitudes and behavior to customer attitudes and profitability. For example, a recent study of six hotels in China indicated that negative employee attitudes decreased customer satisfaction and ultimately harmed the organization’s profitability.43 Survival The final outcome we consider is organizational survival, which is simply evidence that the organization is able to exist and grow over the long term. The survival of an organization depends not just on how productive the organization is, but also on how well it fits with its environment. A company that is very productively making goods and services of little value to the market is unlikely to survive for long, so survival also relies on perceiving the market successfully, making good decisions about how and when to pursue opportunities, and successfully managing change to adapt to new business conditions. group cohesion The extent to which members of a group support and validate one another while at work.

group functioning The quantity and quality of a group’s work output. productivity The combination of the effectiveness and efficiency of an organization. effectiveness The degree to which an organization meets the needs of its clientele or customers. efficiency The degree to which an organization can achieve its ends at a low cost. organizational survival The degree to which an organization is able to exist and grow over the long term. Summary Managers need to develop their interpersonal, or people, skills to be effective in their jobs. OB investigates the impact that individuals, groups, and structure have on behavior within an organization, and then applies that knowledge to make organizations work more effectively. Implications for Managers • Resist the inclination to rely on generalizations; some provide valid insights into human behavior, but many are erroneous. Get to know the person, and understand the context. M01_ROBB3859_14_SE_C01.indd 15 19/09/16 3:58 PM 16 Part 1 • Understanding Yourself and Others • Use metrics rather than hunches to explain cause-and-effect relationships. • Work on your interpersonal skills to increase your leadership potential. • Improve your technical skills and conceptual skills through training and staying current with OB trends like big data. • OB can improve your employees’ work quality and productivity by showing you how to empower your employees, design and implement change programs, improve customer service, and help your employees balance work–life conflicts. P I Personal Inventory Assessments A PERSONAL INVENTORY ASSESSMENTS Multicultural Awareness Scale Any study of organizational behavior (OB) starts with knowledge of yourself. As one step, take this PIA to determine your multicultural awareness. MyManagementLab ® Go to mymanagementlab.com for auto-graded writing questions as well as the following assisted-graded writing questions: 1-1. How do you think an understanding of organizational behavior (OB) might contribute to your ability to manage others effectively? 1-2. MyManagementLab Only—comprehensive writing assignment for this chapter. M01_ROBB3859_14… CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS CLICK THE BUTTON TO MAKE YOUR ORDER Related posts: (Mt) – MGT 311 Saudi Electronic University Operations Management Questions (Mt) – MGT 322 Saudi Elictronic University Logistics Management Questions Taif University Disaster Mental Health Discussion Response (Mt) – University of Arizona Stakeholder Management Discussion Questions