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Contents
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Preface View
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Acknowledgements
CHAPTER
1 INTRODUCTION View
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- The field of organizational behavior
- A historical view of contemporary
organizational behavior
- Antecedents of contemporary organizational
behavior
- Contemporary organizational behavior
- Current trends and challenges
for organizational behavior
- The changing economy
- The changing work force
- Changes in organizations and
the way they are managed
- Managing organizational performance
- What is performance?
- What managers do
- Managerial work and organizational
level
- The plan of this book
- The building blocks of organizational
behavior
- Navigating this book
- Summary
- Key concepts
- Study questions
- Case: Judy Jenkins’ first
day in class
- References
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CHAPTER
2 PERSONALITY AND INDIVIDUAL DIFFERENCES
- Managing behavior: A useful
model
- Personality
- How and when personality operates
- The bases of personality
- Approaches to learning
- Personality in the organizational
setting
- The "Big Five" personality
dimensions
- Positive and negative affectivity
– Being in a good or bad mood
- Adjusting to work and organizational
life
- The authoritarian personality
- The Machiavellians
- Locus of control: Who’s
in charge?
- Myers–Briggs personality
dimensions and work style preferences
- Frustrating the mature personality
- Summary
- Guide for Managers: Understanding
why people behave as they do
- Key concepts
- Study questions
- Case: Laurel Bedding Company
- References
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CHAPTER
3 ATTITUDES, PERCEPTION AND JUDGEMENT
- The nature of attitudes
- Sources of beliefs, values
and attitudes
- Why attitudes are important
- A model of attitudes
- Attitudinal consistency and
cognitive dissonance
- Employee attitudes, job satisfaction
and performance
- Perception
- The perceiver
- Effects of the event or object
- Situational effects
- Judgment tendencies
- First impressions
- Halo: One characteristic tells
all
- Projection
- Implicit personality theory
- Stereotyping
- Attribution theory: Finding
causes of behavior
- Some organizational implications
of attribution biases
- Summary
- Guide for Managers: Making
better judgments
- Key concepts
- Study questions
- Case: A bad day in Boonetown
- References
- Download
the Powerpoint Slides for Chapter 3 now
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CHAPTER
4 ORGANIZATIONAL ACCOMMODATION: CAREERS, SOCIALIZATION AND COMMITMENT
- Careers
- Career paths
- Organizational socialization:
Learning how to accommodate to work
- Early socialization experiences
- Preliminary work socialization
- Organizational socialization
- Organizational commitment and
accommodation
- Commitment, careers and workforce
diversity
- Women and careers
- Racial and ethnic diversity
- Summary
- Guide for Managers: Managing
your career
- Key concepts
- Study questions
- Case: Harrison Electronics
and Sarah Cunningham
- References
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CHAPTER
5 MOTIVATION THEORIES
- Motivation and performance
- What do we mean by performance?
- Ability
- What do we mean by motivation?
- Motivation – The content
theories
- Need theories
- Herzberg’s two-factor
theory
- The job characteristics approach
- McClelland’s achievement–power
theory
- Motivation – The process
theories
- Reinforcement theory
- Expectancy theory
- Goal-setting theory
- Organizational justice theories
- Summary
- Guide for Managers: Using
motivation theories at work
- Key concepts
- Study questions
- Case: Paul Peter's Raise
- References
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CHAPTER
6 APPLIED MOTIVATION THEORIES
- Management by objectives (MBO)
- Positive reinforcement programs
- Gainsharing approaches
- The Scanlon Plan
- High involvement organizations
(HIOs)
- Job enrichment
- Self-directed teams
- New compensation approaches
- Leaner management structures
- Total quality management (TQM)
- Minimizing worker–management
status differentials
- Nontraditional selection and
socialization strategies
- The effectiveness of HIOs
- Summary
- Guide for Managers: Making
motivation theories work
- Key concepts
- Study questions
- Case: National Oil Company
- References
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CHAPTER
7 STRESS IN ORGANIZATIONS
- A model of stress and coping
- The objective environment
- The psychological environment
- Individual differences
- Stress manifestations
- Coping strategies
- Sources of stress
- Work factors
- Nonwork factors
- Individual differences and
stress
- Summary
- Guide for Managers: Dealing
with stress
- Key concepts
- Study questions
- Case: John Baxter
- References
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CHAPTER
8 GROUP AND TEAM PERFORMANCE ENVIRONMENT
- Groups and teams: Definitions
- Why groups form
- Personal characteristics
- Interests and goals
- Potential to influence
- Opportunity for interaction
- Types of groups
- Reference groups
- Formal groups
- Informal groups
- Group and team effectiveness
- Group performance environment
- Industry factors
- Organizational factors
- Group factors
- Summary
- Guide for Managers: Creating
a good team environment
- Key concepts
- Study questions
- Case: The same old stuff
- References
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CHAPTER
9 GROUP PROCESSES AND EFFECTIVENESS
- Group processes
- Group maturity
- Commonality of group norms
- Group cohesiveness
- Group cooperation and competition
- Social influences on behavior
- Group and team effectiveness
factors
- Performance outcomes
- Attitudinal outcomes
- Behavioral outcomes
- Summary
- Guide for Managers: Encouraging
improved work groups
- Key concepts
- Study questions
- Case: Design Section E
- References
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CHAPTER
10 CONFLICT
- The nature of conflict
- Conflict as a process
- The role of history in conflicts
- Viewpoints on conflict
- Intergroup conflict
- What triggers conflict?
- Individual characteristics
- Situational forces
- Organizational structure
- Diagnosing conflict
- The issue in question
- The size of the stakes
- The interdependence of parties
- The continuity of the interaction
- The leadership
- The involvement of third parties
- The perceived progress of the
conflict
- Conflict reaction styles
- Avoiding
- Accommodating
- Competing
- Compromising
- Collaborating
- Style flexibility: Overuse
and underuse
- Improving your conflict management
style
- Confrontation techniques
- Improving organizational response
to conflict
- Setting superordinate goals
- Reducing ambiguities and jurisdictional
disputes
- Improving policies, procedures,
and rules
- Reallocating or adding resources
- Modifying communications
- Rotating personnel
- Changing reward systems
- Providing training
- Summary
- Guide for Managers: Managing
conflict constructively
- Key concepts
- Study questions
- Case: Zack Electrical Parts
- References
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CHAPTER
11 DECISION MAKING
- Characteristics of the decision
process
- Decisions within decisions
- Small decisions accumulate
- Decisions are partial or temporary
solutions
- Models of decision making
- The rational or normative model
of decision making
- The administrative model of
decision making
- The garbage can model of decision
making
- Improving individual decision
making
- Factors that influence the
decision-making process
- Improving problem selection
and definition
- Improving generating and evaluating
solutions
- Improving decision implementation
- Summary of improving individual
decision making: A call for systems thinking
- Improving group decision making
- Benefits and disadvantages
of groups
- Deciding when to use a group
- Groupthink
- Risky shift and polarization
- Summary
- Guide for Managers: Improving
group decision making
- Key concepts
- Study questions
- Case: Escapade Travel Agency
- References
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CHAPTER
12 CULTURES: NATIONAL AND ORGANIZATIONAL
- Ways to characterize cultures
- The Hofstede model
- Organizational consequences
of cultural differences
- Organizational culture
- A multi-level model of organizational
culture
- Basic values of the dominant
coalition
- Manifestations of organizational
culture
- Modes of implementation
- The modal personality of top
management and types of organizational cultures
- Organizational subcultures
- Organizational culture –
Some special cases
- Implementing a culture in a
new organization
- Mergers and acquisitions
- Changes in the environment
- Changing the existing culture
- Changing the CEO
- Summary
- Guide for Managers: Coping
with cultures
- Key concepts
- Study questions
- Case: The Graduate School
of Business Administration
- References
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CHAPTER
13 ORGANIZATIONAL STRUCTURE AND DESIGN
- The nature of organizational
structure
- Some properties of organizations
- Organizations and environment
- Formal organizations: Design
and structure
- Division of labor and task
interdependence
- Organizational design alternatives
- Summary
- Guide for Managers: Designing
organizations
- Key concepts
- Study questions
- Case: Cole and Wiley
- References
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CHAPTER
14 POWER AND POLITICS IN ORGANIZATIONS
- A model of influence processes
in organizations
- Bases of influence
- Outcomes of influence
- Organizational and personal
bases of influence
- Acquiring and maintaining organizationally
based influence
- Situational determinants of
organizationally based influence
- Environmental changes and power
- Personal attributes of those
who acquire organizationally based influence
- Maintaining organizationally
based influence
- Acquiring and maintaining personal-based
influence
- Acquiring and maintaining charismatic
power
- Acquiring and maintaining expert
power
- Managerial use of power in
organizations
- Summary
- Guide for Managers: Using
power in organizations
- Key concepts
- Study questions
- Case: The Brewton School
- References
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CHAPTER
15 LEADERSHIP IN ORGANIZATIONS
- Trait approaches
- Leader motive pattern
- Behavioral approaches
- Distribution of decision influence
- Task and social behaviors
- Contingency theories of leadership
- Fiedler’s contingency
model
- Path–goal theory
- A summary comment on trait,
behavior and contingency approaches to leadership
- Process theories of leadership
- Transformational leadership
theory
- Vertical dyad linkage theory
- Substitutes for leadership
- Summary
- Guide for Managers: Choosing
a leadership style
- Key concepts
- Study questions
- Case: Cliff City Bank
- References
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CHAPTER
16 ORGANIZATIONAL CHANGE
- How our work life is changing
- Changes to internal work processes
used to complete work
- Organizations are changing
structurally
- Shifts to a global economy
- Increased diversity in the
work force
- A model of change
- Organism adaptation
- Organizational adaptation
- Resistance to change
- Organizational culture and
power structure
- Changing systems: the effects
of interdependencies
- The five leverage points of
change
- The setting
- The organization
- Management and management skills
- Culture
- The team and team building
- Stages of successful change
- Helping individuals to cope
with change
- Before the change event
- After the change event is confirmed
- After the change
- Implementing change
- Methods of individual change
- Methods of group change
- Methods of organizational change
- Summary
- Guide for Managers: Creating
dissatisfaction as a change strategy
- Key concepts
- Study questions
- Case: A case of resistance
- References
Glossary
Author index
Subject index
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