The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Focusing on the successful management of deviant behavior in the workplace and the role of the organization in creating conditions for this behavior is a crucial topic of study for those interested in Organizational Behavior and Human Resource Management. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way.  Features and Benefits: - Has contributions written by recognized experts.- Includes short cases written specifically for the volume.Considers both micro and macro perspectives of deviance and dysfunctional behavior.- Provides practical guidance to those faced with ambiguous situations of deviant behavior in the workplace by considering the moral implications of deviance for the organization, group, and individual.- Cross-cultural implications and views of deviance are also explored.

CHAPTER 1. The Prevalence (and Ambiguity) of Deviant Behavior at Work: An Overview - Roland E. Kidwell Jr.,& Christopher L. Martin CASE 1.1. Columbia/HCA Health Care CASE 1.2. The Undercover Operator - Anita Mancuso and Timothy O. IrelandCHAPTER 2. Why Good Employees Make Unethical Decisions: The Role of Organizational Culture, Reward Systems and Managerial Oversight - Jennifer Dunn and Maurice E. Schweitzer CASE 2. Sears AutomotiveCHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace - Linda Klebe Treviño and Michael A. Brown CASE 3. Bernard Ebbers: Innovative Leader or Reckless Risk TakerCHAPTER 4. Badmouthing the Company: Bitter Employee or Concerned Corporate Citizen - Robert J. Bies and Thomas M. Tripp CASE 4. Web Revenge on HealthSouth CorporationCHAPTER 5. Withholding Effort at Work: Understanding and Preventing Shirking, Job Neglect, Social Loafing and Free Riding - Nathan Bennett and Stefanie E. Naumann CASE 5. The Low-Quality LoafersCHAPTER 6. Managing Noncompliance in the Workplace - Danielle E. Warren CASE 6. Noncompliance at Dow ChemicalCHAPTER 7. The Difficulties of Telling the Truth at Work - Steven L. Grover CASE 7.1. George OLearys Résumé CASE 7.2. Janet Cooke and the Washington PostCHAPTER 8: Bullying and Harassment in the Workplace - Gina Vega and Debra R. Comer CASE 8. Kellies DilemmaCHAPTER 9. Discouraging Employee Theft by Managing Social Norms and Promoting Organizational Justice - Edward C. Tomlinson and Jerald Greenberg CASE 9. The Purloined PasswordCHAPTER 10. Managing Organizational Aggression - Mark J. Martinko, Scott C. Douglas, Paul Harvey, and Charles Joseph Mark J. Martinko, Scott C. Douglas, Paul Harvey, and Charles Joseph CASE 10. Disney or BustCHAPTER 11. Addictive Behaviors in the Workplace - Paul RomanCHAPTER 12. "I Deserve More Cause My Names on the Door": Entitlement, Embededdness and Employee Deviance in the Family Business - Rebecca J. Bennett, Stefan Thau and Jay Scouten CASE 12. Adelphia Communications and The Rigas FamilyCHAPTER 13. Organizational Deviance and Culture: Oversights and Intentions - Linda Thorne and Joanne Jones CASE 13. The Bob Smith Affair - Skye Susans and Alan J. Fish