摘要：As organizations continuously evolve and change, it becomes imperative to understand the concepts and constructs related to organizational behavior. As a current practical example, the new CEO of Yahoo (i.e., Marissa Mayer) recently changed the telecommuting policy of the organization. According to Picchi (2013), "But with Mayer's recent ultimatum that telecommuters need to either come into the office or quit, some of her one-time fans are turning on her." The implications of this new policy will have severe implications on the behavior of the employees of the organization. It becomes essential for managers and leaders to be able to understand and deal with such implications. Interestingly enough, Best Buy has also recently changed its policy regarding telecommuting. According to Rogers (2013), "Best Buy announced it is making changes to its flexible work program for the 4,000 employees who do not work in stores. The company says its employees will have to now coordinate with managers before creating their own flex-work schedules." The recent changes that have to do with telecommuting may influence changes in job performance, organizational commitment, job satisfaction, and interpersonal and organizational citizenship behaviors. var currentpos,timer; function initialize() { timer=setInterval("scrollwindow()",10);} function sc(){clearInterval(timer); }function scrollwindow() { currentpos=document.body.scrollTop; window.scroll(0,++currentpos); if (currentpos != document.body.scrollTop) sc();} document.onmousedown=scdocument.ondblclick=initialize263 With new college graduates entering the workforce, it is important for all graduating college students to read a book on organizational behavior so they have a better understanding of how people in organizations behave and specific topics that will influence their success in the workforce such as: job performance, organizational commitment, job satisfaction, leadership, organizational culture, motivation, and human resource management. In the preface, the author mentions the importance of college students reading and even perhaps taking an organizational behavior course. Traditionally, courses in Organizational Behavior (OB) are taken by business students, but it is important to mention that all students would benefit from taking an OB course. At most colleges and universities, students do not complete a practicum or internship as a part of their degree program unlike most vocational colleges where students learn and experience organizational behavior concepts at their temporary job sites. Thus, it becomes crucial for all university students to take a course in organizational behavior. Throughout his book, the author is able to provide industry examples that assist the reader with understanding specific concepts related to organizational behavior. As an example, when he addresses voluntary turnover in organizations, he provides the following information to help the reader not only understand the issue but also the severity of the issue; "Cisco Systems enjoys one of the lowest voluntary turnover rates in its industry—around 3 percent" (Kaifi, 2013, p. 22). When discussing motivation, the author provides the following examples: Southwest Airlines uses a different strategy for motivating employees to report to work on time and to not call in sick. Southwest employees with no absences or late arrivals over a three-month period receive two free airline tickets from the company. At Starbucks, part-time baristas who work at least 20 hours a week receive full benefits (pp. 107-108). Furthermore, each chapter is equipped with great resources such as: chapter review questions, discussion questions, current and meaningful case studies, case study questions, and a special case study assignment. Throughout the book, the reader will also have access to several surveys that can be used to evaluate one's ability to function effectively in an organization. Kaifi (2013) does an outstanding job of introducing novel concepts and frameworks. For example, he introduces his version of the Lifecycle of Leadership Development and explains the four stages: embryonic leader, evolving leader, effective leader, and enlightening leader. Kaifi explains, There are four "E" stages to the "Lifecycle of Leadership Development" process that potential leaders experience. The most basic stage is the embryonic leader. This is when leaders observe the leadership skills of others. The next stage is the evolving leader. This is when leaders develop or "fine-tune" their natural propensity to influence, motivate, and empower followers. The third stage is the effective leader. This is when leaders feel comfortable leading teams, making big decisions, and creating new opportunities. And
