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Essentials of Organizational Behavior

ISBN: 9780130353092 | 0130353094
Edition: 7th
Format: Paperback
Publisher: PRENTICE HALL
Pub. Date: 1/1/2003

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SummaryTable of Contents
For one-semester, undergraduate and graduate level courses in Organizational Behavior. This text provides balanced coverage of key topics in Organizational Behavior including traditional as well as cutting-edge issues. At 300 pages, it's a viable alternative to the traditional 600-700 page core text. The absence of end-of-chapter pedagogy makes it flexible enough to combine with outside cases, readings, and experiential materials.
Prefacexvii
Part I PROLOGUE1(13)
Introduction to Organizational Behavior
1(13)
The Field of Organizational Behavior
... MORE		2(3)
Definition
2(1)
Contributing Disciplines
3(2)
Goals of Organizational Behavior
5(1)
Explanation
5(1)
Prediction
5(1)
Control
5(1)
Challenges and Opportunities for OB: A Managerial Perspective
6(6)
Improving Quality and Productivity
6(1)
Improving People Skills
7(1)
Managing Workforce Diversity
7(1)
Responding to Globalization
8(1)
Empowering People
9(1)
Stimulating Innovation and Change
9(1)
Coping with ``Temporariness''
10(1)
Helping Employees Balance Work/Life Conflicts
10(1)
Declining Employee Loyalty
11(1)
Improving Ethical Behavior
11(1)
The Plan of This Book
12(2)
Part II THE INDIVIDUAL IN THE ORGANIZATION14(70)
Foundations of Individual Behavior
14(16)
Values
14(5)
Types of Values
15(2)
Values, Loyalty, and Ethical Behavior
17(1)
Values Across Cultures
17(2)
Attitudes
19(4)
Job Satisfaction
19(2)
Reducing Dissonance
21(1)
The Attitude/Behavior Relationship
22(1)
Perception
23(3)
Factors Influencing Perception
23(1)
Attribution Theory
23(2)
Shortcuts to Judging Others
25(1)
Learning
26(1)
Implications for Managers
27(3)
Personality and Emotions
30(12)
Personality
30(6)
The Myers-Briggs Type Indicator
31(1)
The Big-Five Model
31(1)
Other Key Personality Attributes
32(1)
Personality and National Culture
33(1)
Matching Personalities and Jobs
34(2)
Emotions
36(5)
What Are Emotions?
36(1)
Felt Versus Displayed Emotions
37(1)
The Six Universal Emotions
38(1)
Gender and Emotions
38(1)
Emotions and National Culture
39(1)
OB Applications
39(2)
Implications for Managers
41(1)
Basic Motivation Concepts
42(13)
What Is Motivation?
43(1)
Early Theories of Motivation
43(4)
Hierarchy of Needs Theory
43(2)
Theory X and Theory Y
45(1)
Two-Factor Theory
45(2)
Contemporary Theories of Motivation
47(6)
McClelland's Theory of Needs
47(1)
Goal-Setting Theory
48(1)
Reinforcement Theory
49(1)
Equity Theory
50(2)
Expectancy Theory
52(1)
Don't Forget: Motivation Theories Are Culture-Bound!
53(1)
Implications for Managers
54(1)
Motivation: From Concepts to Applications
55(14)
Management by Objectives
55(3)
What is MBO?
56(1)
Linking MBO and Goal-Setting Theory
57(1)
MBO in Practice
57(1)
Behavior Modification
58(2)
What Is OB Mod?
58(2)
Linking OB Mod and Reinforcement Theory
60(1)
OB Mod in Practice
60(1)
Employee Recognition Programs
60(1)
What Are Employee Recognition Programs?
60(1)
Linking Recognition Programs and Reinforcement Theory
61(1)
Employee Recognition Programs in Practice
61(1)
Employee Involvement Programs
61(3)
What Is Employee Involvement?
61(1)
Examples of Employee Involvement Programs
62(1)
Linking Employee Involvement Programs and Motivation Theories
63(1)
Employee Involvement Programs in Practice
63(1)
Variable-Pay Programs
64(2)
What Are Variable-Pay Programs?
64(1)
Linking Variable-Pay Programs and Expectancy Theory
65(1)
Variable-Pay Programs in Practice
66(1)
Skill-Based Pay Plans
66(2)
What Are Skill-Based Pay Plans?
66(1)
Linking Skill-Based Pay Plans to Motivation Theories
67(1)
Skill-Based Pay in Practice
67(1)
Implications for Managers
68(1)
Individual Decision Making
69(15)
How Should Decisions Be Made?
70(3)
The Rational Decision-Making Process
70(1)
Improving Creativity in Decision Making
71(2)
How Decisions Are Actually Made in Organizations
73(9)
Bounded Rationality
73(1)
Intuition
74(1)
Identifying Problems
75(1)
Developing Alternatives
75(1)
Making Choices
76(1)
Individual Differences
77(3)
Organizational Constraints
80(1)
Cultural Differences
81(1)
Ethics in Decision Making
82(1)
Implications for Managers
83(1)
Part III GROUPS IN THE ORGANIZATION84(94)
Foundations of Group Behavior
84(16)
Defining and Classifying Groups
84(1)
Basic Group Concepts
85(9)
Roles
85(2)
Norms
87(3)
Cohesiveness
90(1)
Size
90(2)
Composition
92(1)
Status
93(1)
Group Decision Making
94(4)
The Individual Versus the Group
94(1)
Groupthink and Groupshift
95(2)
Selecting the Best Group Decision-Making Technique
97(1)
Implications for Managers
98(2)
Understanding Work Teams
100(13)
Why Have Teams Become So Popular?
101(1)
Teams Versus Groups: What's the Difference?
101(1)
Types of Teams
102(3)
Problem-Solving Teams
102(1)
Self-Managed Work Teams
103(1)
Cross-Functional Teams
104(1)
Virtual Teams
104(1)
Creating Effective Teams
105(5)
Work Design
105(1)
Composition
106(2)
Context
108(1)
Process
109(1)
Turning Individuals into Team Players
110(2)
The Challenge
110(1)
Shaping Team Players
111(1)
Implications for Managers
112(1)
Communication
113(17)
Functions of Communication
114(1)
The Communication Process
114(1)
Direction of Communication
115(1)
Downward
115(1)
Upward
115(1)
Lateral
116(1)
Interpersonal Communication
116(3)
Oral Communication
116(1)
Written Communication
117(1)
Nonverbal Communication
117(2)
Organizational Communication
119(4)
Formal Small-Group Networks
119(1)
The Grapevine
119(2)
Computer-Aided Communication
121(2)
Barriers to Effective Communication
123(1)
Filtering
123(1)
Selective Perception
123(1)
Information Overload
123(1)
Gender Styles
123(1)
Emotions
124(1)
Language
124(1)
Cross-Cultural Communication
124(2)
Cultural Context
125(1)
A Cultural Guide
126(1)
Ethics in Communication: Is It Wrong to Tell a Lie?
126(1)
Implications for Managers
126(4)
Leadership and Creating Trust
130(20)
What Is Leadership?
130(1)
Trait Theories
131(1)
Behavioral Theories
131(3)
Ohio State Studies
132(1)
University of Michigan Studies
133(1)
The Managerial Grid
133(1)
Summary of Behavioral Theories
133(1)
Contingency Theories
134(7)
The Fiedler Model
135(2)
Leader-Member Exchange Theory
137(1)
Path-Goal Theory
137(2)
Leader-Participation Model
139(1)
Gender As a Contingency Variable: Do Males and Females Lead Differently?
139(2)
Trait Theories Updated: Charismatic Leadership
141(1)
Visionary Leadership
142(1)
Team Leadership
142(1)
Is Leadership Always Relevant?
143(1)
Trust and Leadership
144(4)
What Is Trust?
144(2)
Trust and Leadership
146(1)
Three Types of Trust
146(1)
How Do You Build Trust?
147(1)
Implications for Managers
148(2)
Power and Politics
150(13)
A Definition of Power
150(1)
Contrasting Leadership and Power
151(1)
Bases of Power
152(2)
Coercive Power
152(1)
Reward Power
153(1)
Legitimate Power
153(1)
Expert Power
153(1)
Referent Power
153(1)
Dependency: The Key to Power
154(1)
The General Dependency Postulate
154(1)
What Creates Dependency?
154(1)
Power in Groups: Coalitions
155(1)
Power and Sexual Harassment
156(1)
Politics: Power in Action
157(5)
A Definition of Political Behavior
157(1)
The Importance of a Political Perspective
158(1)
Factors Contributing to Political Behavior
158(2)
Impression Management
160(1)
The Ethics of Behaving Politically
161(1)
Implications for Managers
162(1)
Conflict and Negotiation
163(15)
A Definition of Conflict
163(1)
Transitions in Conflict Thought
164(1)
The Traditional View
164(1)
The Human Relations View
165(1)
The Interactionist View
165(1)
Differentiating Functional from Dysfunctional Conflicts
165(1)
The Conflict Process
166(5)
Stage I: Potential Opposition
166(2)
Stage II: Cognition and Personalization
168(1)
Stage III: Behavior
168(1)
Stage IV: Outcomes
169(2)
Negotiation
171(5)
Bargaining Strategies
171(2)
Issues in Negotiation
173(3)
Implications for Managers
176(2)
Part IV THE ORGANIZATION SYSTEM178(88)
Foundations of Organization Structure
178(18)
What Is Organization Structure?
178(7)
Work Specialization
179(2)
Departmentalization
181(1)
Chain of Command
182(1)
Span of Control
183(1)
Centralization and Decentralization
184(1)
Formalization
184(1)
Common Organizational Designs
185(3)
The Simple Structure
185(1)
The Bureaucracy
186(1)
The Matrix Structure
187(1)
New Options
188(3)
The Team Structure
188(1)
The Virtual Organization
189(1)
The Boundaryless Organization
190(1)
Why Do Structures Differ?
191(2)
Strategy
191(1)
Organization Size
192(1)
Technology
192(1)
Environmental Uncertainty
193(1)
Organization Structure and Employee Behavior
193(2)
Implications for Managers
195(1)
Technology and Work Design
196(19)
Technology in the Workplace
196(4)
Continuous Improvement Processes
197(1)
Process Reengineering
198(1)
Mass Customization
199(1)
Organizational Behavior in an E-World
200(6)
What's an E-Organization?
200(1)
Selected Implications for Individual Behavior
201(2)
Selected Implications for Group Behavior
203(2)
Will E-Orgs Redefine Interpersonal Relationships?
205(1)
Work Design
206(7)
Task Characteristic Theories
206(3)
Work Redesign
209(2)
Popular Work Schedule Options
211(2)
Implications for Managers
213(2)
Human Resource Policies and Practices
215(15)
Employee Selection
216(2)
Interviews
216(1)
Written Tests
217(1)
Performance-Simulation Tests
217(1)
Training Programs
218(2)
Types of Training
218(2)
Training Methods
220(1)
Performance Appraisal
220(8)
Performance Appraisal and Motivation
221(1)
What Do We Evaluate?
221(1)
Who Should Do the Evaluating?
222(1)
Performance Appraisal Methods
223(2)
Suggestions for Improving Performance Appraisals
225(1)
Don't Forget Performance Feedback!
226(1)
What About Team Performance Appraisals?
227(1)
Performance Appraisal in a Global Context
228(1)
Implications for Managers
228(2)
Organizational Culture
230(18)
Defining Organizational Culture
231(2)
Culture Is a Descriptive Term
231(1)
Do Organizations Have Uniform Cultures?
231(2)
Strong Versus Weak Cultures
233(1)
What Does Culture Do?
233(1)
Culture's Functions
233(1)
Culture As a Liability
234(1)
Creating and Sustaining Culture
234(5)
How a Culture Begins
234(1)
Keeping a Culture Alive
235(3)
Summary: How Cultures Form
238(1)
How Employees Learn Culture
239(2)
Stories
239(1)
Rituals
240(1)
Material Symbols
240(1)
Language
241(1)
Managing Cultural Change
241(1)
Creating an Ethical Organizational Culture
242(1)
Spirituality and Organizational Culture
243(3)
What Is Spirituality?
243(1)
Why Spirituality Now?
243(1)
Characteristics of a Spiritual Organization
244(1)
Criticisms of Spirituality
245(1)
Organizational Culture versus National Culture
246(1)
Organizational Culture and the Paradox of Diversity
246(1)
Implications for Managers
247(1)
Organizational Change and Development
248(18)
Forces for Change
248(2)
Managing Planned Change
250(1)
Two Views of Change
251(2)
The ``Calm Waters'' Simile
251(1)
The ``White-Water Rapids'' Simile
252(1)
Putting the Two Views in Perspective
252(1)
Resistance to Change
253(4)
Individual Resistance
254(1)
Organizational Resistance
254(1)
Overcoming Resistance to Change
255(2)
Managing Change Through Organizational Development
257(3)
Sensitivity Training
257(1)
Survey Feedback
258(1)
Process Consultation
258(1)
Team Building
259(1)
Intergroup Development
260(1)
Contemporary Issues in Organizational Change
260(4)
Work Stress
261(1)
Stimulating Innovation
262(1)
Knowledge Management
263(1)
Implications for Managers
264(2)
Epilogue266(1)
Endnotes267(18)
Glindex (Index/Glossary)285

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