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Organizational Behavior : Core Concepts

by: Vecchio,Robert

Organizational Behavior : Core Concepts

by: Vecchio,Robert

ISBN 13:
9780324322491
ISBN 10:
0324322496
Edition: 6th
Format: Paperback
Copyright: 02/02/2005
Publisher: South-Western College Pub

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Summary

Easily master the core concepts of organizational behavior with ORGANIZATIONAL BEHAVIOR! With coverage of theory, research, and practice, this management text provides you with the tools you need to succeed. Chapter opening vignettes and boxes, an inside look boxed feature, experiential exercises, and critical incidents found throughout the text make exam preparation easy. See organizational behavior principles in the real world through short stories, current examples, and experiential exercises.

Part One Individual Processes

Chapter 1 An Introduction to Organizational Behavior

(22)

What Is Organizational Behavior?

(1)

Why Bother? Or, Three Reasons for Studying Organizational Behavior

(3)

Practical Applications

(1)

Personal Growth

(1)

Increased Knowledge

(1)

Organizational Behavior and Its Related Fields

(1)

Studying the Behavior of People at Work

(6)

Scientific Management

(2)

Human Relations Approach: The Hawthorne Studies

(1)

Contingency Approach

(1)

Culture-Quality Movement

(2)

Challenges Confronting Managers in the 21st Century

(4)

Workforce Diversity

(1)

Contingent Workers

(1)

The Expression of Emotions at Work

(1)

Criticisms of the Field

(2)

A Framework for Studying Organizational Behavior

(1)

Summary

(2)

Key Terms

(1)

Critical Incident

(1)

Experiential Exercise

(3)

Chapter 2 Personality and Perception

(26)

Personality

(10)

The Determinants of Personality

(2)

Assessing Personality Traits

(3)

Important Dimensions of Personality

(5)

The Perception of Others

(8)

Accuracy in Perceiving Others

(3)

The Perception of Personality Traits

(1)

Some Obstacles to Accurate Perception

(3)

Understanding Attributions

(1)

Summary

(3)

Key Terms

(1)

Critical Incident

(1)

Experiential Exercise I

(1)

Experiential Exercise II

(2)

Chapter 3 Changing Employee Behavior Through Consequences

(20)

The Nature of Learning

(3)

Classical Conditioning

(1)

Observational Learning

(1)

Instrumental, or Operant, Conditioning

(1)

Using Operant Principles in Organizational Settings

(6)

Acquiring Complex Behaviors: Shaping

(1)

Maintaining Desired Behavior

(2)

Rules for Applying Operant Principles

(1)

Does OB Mod Work?

(2)

Controversies Surrounding OB Mod

(1)

The Role of Punishment

(4)

Alternatives to Punishment

(1)

Effective Punishment

(1)

Guidelines for Administering Discipline

(1)

Progressive Discipline

(1)

Conducting a Disciplinary Meeting

(1)

Summary

(2)

Key Terms

(1)

Critical Incident

(1)

Experiential Exercise

(3)

Chapter 4 Motivation

(20)

The Nature of Motivation

(11)

Achievement Motivation Theory

(2)

Maslow's Hierarchy of Needs

(3)

Two-Factor Theory

(1)

Expectancy Theory

(2)

Reinforcement Theory

(1)

Equity Theory

(2)

Social Learning Theory

(1)

A Comprehensive Model of Motivation

(3)

Summary

(1)

Key Terms

(1)

Critical Incident

(1)

Experiential Exercise

(3)

Chapter 5 Enhancing Employee Motivation Using Rewards, Goals, Expectations, and Empowerment

(32)

Reward Systems

(3)

The Role of Compensation

(3)

Goal Setting

(3)

Specificity

(1)

Difficulty

(1)

Acceptance

(1)

Management-By-Objectives

(2)

Expectations

(3)

The Power of Self-Fulfilling Prophecies

(2)

The Constructive Management of Self-Fulfilling Prophecies

100

(1)

Employee Empowerment

101

(14)

Job Redesign

101

(7)

Quality Circles

108

(2)

Self-Directed Work Teams

110

(5)

Summary

115

(1)

Key Terms

116

(1)

Critical Incident

117

(1)

Experiential Exercise

117

(6)

Part Two Interpersonal Processes

Chapter 6 Power and Politics

123

(22)

Distinguishing Power and Influence

124

(1)

Interpersonal Influence Processes

124

(1)

The Five Bases of Power

125

(3)

Reward Power

125

(1)

Coercive Power

126

(1)

Legitimate Power

126

(1)

Referent Power

127

(1)

Expert Power

127

(1)

Interplay Among the Power Bases

127

(1)

Politics: The Facts of Organizational Life

128

(10)

Political Tactics

129

(2)

Devious Political Tactics

131

(1)

Political Blunders

131

(1)

Coping with Organizational Politics

132

(2)

Machiavellianism

134

(1)

Consequences of Using Influence Tactics

135

(1)

Other Influence Techniques

136

(1)

The Ethics of Organizational Politics

137

(1)

Responding to Authority: Obedience

138

(2)

Summary

140

(1)

Key Terms

141

(1)

Critical Incident

142

(1)

Experiential Exercise

143

(2)

Chapter 7 Leadership

145

(36)

The Nature of Leadership

146

(1)

Does Leadership Make a Difference?

147

(1)

What Do Managers Actually Do?

148

(1)

The Trait Approach

148

(3)

Gender Issues

150

(1)

The Behavioral Approach

151

(7)

University of Iowa Leadership Studies

151

(1)

The Interaction Process Analysis System

152

(1)

Ohio State Leadership Studies

153

(1)

The Managerial Grid

154

(2)

Charismatic Leadership

156

(2)

The Situational Approach

158

(11)

Fiedler's Contingency Model

158

(4)

Path-Goal Theory

162

(1)

Situational Leadership Theory

163

(2)

The Vroom-Yetton Leadership Model

165

(2)

The Leader-Member Exchange Model

167

(2)

Substitutes for Leadership

169

(1)

Obstacles to Personal Effectiveness in Leadership and Managerial Positions

170

(1)

Summary

171

(2)

Key Terms

173

(1)

Critical Incident

173

(1)

Experiential Exercise I

174

(5)

Experiential Exercise II

179

(2)

Chapter 8 Decision Making

181

(30)

Types of Organizational Decisions

182

(2)

Personal Versus Organizational Decisions

182

(1)

Programmed Versus Nonprogrammed Decisions

182

(2)

Classical Decision Theory

184

(2)

A Behavioral Theory of Decision Making

186

(2)

The Influence of Judgmental Strategies

187

(1)

Obstacles to Effective Decision Making

188

(6)

Judgmental Biases

188

(1)

Escalation of Commitment

189

(1)

Groupthink

190

(2)

Risk Taking Within Groups

192

(2)

Techniques for Improving Decision Making

194

(4)

Individual Versus Group Decision Making

194

(2)

The Nominal Group Technique

196

(1)

The Delphi Technique

197

(1)

Social Loafing and the Stepladder Technique

198

(1)

Creativity and Decision Making

198

(4)

Characteristics of Creative Individuals

199

(1)

Measuring Individual Creativity

199

(1)

Steps in the Creative Process

200

(1)

Enhancing Creativity

200

(2)

Ethics in Decision Making

202

(1)

Summary

202

(2)

Key Terms

204

(1)

Critical Incident

204

(2)

Experiential Exercise

206

(5)

Chapter 9 Group Dynamics

211

(22)

The Nature of Groups

212

(1)

Formal Versus Informal Groups

212

(1)

Open Versus Closed Groups

213

(1)

Reasons for Forming Groups

213

(2)

Security and Protection

214

(1)

Affiliation

214

(1)

Esteem and Identity

214

(1)

Task Accomplishment

214

(1)

Interpersonal Attraction

215

(2)

Physical and Psychological Distance

215

(1)

Similarity

216

(1)

Stages in Group Development

217

(1)

Impact of Group Properties on Performance

218

(9)

The Mere Presence of Others

218

(1)

Size

218

(2)

Composition

220

(1)

Roles

221

(2)

Status

223

(1)

Norms

224

(1)

Cohesiveness

225

(2)

Summary

227

(1)

Key Terms

228

(1)

Critical Incident

228

(1)

Experiential Exercise

229

(4)

Chapter 10 Managing Conflict

233

(22)

Conflict

234

(2)

Changing Views of Conflict

235

(1)

Sources of Conflict

236

(4)

Communication Factors

236

(1)

Structural Factors

236

(2)

Personal Behavior Factors

238

(1)

Interpersonal Conflict

239

(1)

Strategies for Reducing Conflict

240

(6)

Superordinate Goals

240

(2)

Structural Approaches

242

(1)

Styles of Conflict Management

243

(3)

Managing Intergroup Conflict

246

(1)

Rules and Procedures

246

(1)

Appeal to Higher Authority

246

(1)

Boundary-Spanning Positions

246

(1)

Negotiation

247

(1)

Teams

247

(1)

Stimulating Conflict

247

(1)

Summary

248

(1)

Key Terms

249

(1)

Critical Incident

249

(1)

Experiential Exercise

250

(5)

Chapter 11 Managing Stress and Employee Job Satisfaction

255

(38)

Views of job-Related Stress

256

(1)

Causes of Stress

257

(8)

Personal Factors

257

(2)

Interpersonal Factors

259

(2)

Organizational Factors

261

(4)

Reactions to Stress

265

(5)

Physical Problems

265

(1)

Alcoholism and Drug Abuse

265

(1)

Absenteeism, Turnover, and Dissatisfaction

265

(1)

Workplace Violence

266

(1)

Mass Psychogenic Illness

266

(2)

Burnout-A Companion Problem

268

(2)

Coping with Stress

270

(2)

Flight or Fight

270

(1)

Exercise

270

(1)

Social Support

270

(1)

Job Redesign

270

(1)

Relaxation Techniques

271

(1)

Time Management: A Practical Approach to Reducing Stress

271

(1)

Employee Job Satisfaction

272

(7)

The Importance of Job Satisfaction

272

(1)

Sources of Job Satisfaction

273

(2)

The Search for Trends in Job Satisfaction

275

(1)

Consequences of Job Dissatisfaction

276

(2)

Job Satisfaction and Productivity

278

(1)

Summary

279

(1)

Key Terms

280

(1)

Critical Incident

281

(2)

Experiential Exercise I

283

(4)

Experiential Exercise II

287

(6)

Part Three Organizational Structure and Dynamics

Chapter 12 Communication

293

(22)

A Model of the Communication Process

294

(2)

Types of Communication

296

(1)

Communication Networks

296

(2)

The Direction of Communication

298

(2)

Downward Communication

298

(1)

Upward Communication

298

(1)

Horizontal Communication

299

(1)

Communication Roles

300

(1)

Gatekeepers

300

(1)

Liaisons

300

(1)

Isolates

300

(1)

Cosmopolites

300

(1)

Nonverbal Communication

301

(4)

Dimensions of Nonverbal Communication

302

(1)

Proxemics

303

(1)

Spatial Arrangements

304

(1)

Time

304

(1)

Individual Barriers to Communication

305

(1)

Differences in Status

305

(1)

The Credibility of the Source

305

(1)

Perceptual Biases

305

(1)

Organizational Barriers to Communication

305

(1)

Information Overload

305

(1)

Time Pressures

306

(1)

Organizational Climate

306

(1)

Technology

306

(1)

Informal Communication

306

(2)

Improving Organizational Communication

308

(1)

Summary

309

(1)

Key Terms

310

(1)

Critical incident

311

(1)

Experiential Exercise I

311

(2)

Experiential Exercise II

313

(2)

Chapter 13 Organizational Design and Environmental Influences

315

(26)

Principles of Organizing

316

(6)

Decentralization Versus Centralization

316

(1)

Tall Versus Flat Structures

317

(3)

Unity and Chain of Command

320

(2)

A Look at Some Modern Organization Designs

322

(5)

Functional Design

322

(1)

Product Design

323

(1)

Hybrid Design

324

(3)

Environmental Influences

327

(4)

Dimensions of External Environments

327

(3)

Managing the External Environment

330

(1)

The Contingency View of Organizational Design

331

(3)

Mechanistic and Organic Systems

331

(1)

Woodward's Studies of Technology

332

(2)

Summary

334

(1)

Key Terms

335

(1)

Critical Incident

336

(1)

Experiential Exercise

337

(4)

Chapter 14 Cultural Influences

341

(24)

Organizational Culture

342

(3)

Rituals and Stories

343

(1)

The Measurement and Change of Organizational Culture

343

(1)

The Creation and Maintenance of Organizational Culture

344

(1)

A Framework for Understanding Organizational Culture

345

(1)

Critical Decisions of the Entrepreneur or Founding Members

345

(1)

Guiding Ideas and Mission

345

(1)

Social Structure

346

(1)

Norms and Values

346

(1)

Remembered History and Symbolism

346

(1)

Institutionalized Arrangements

346

(1)

Studies of Organizational Culture

346

(1)

Cross-Cultural Studies

347

(7)

Cultural Differences

348

(2)

Dimensions of Cultural Differences

350

(1)

Japanese Management

351

(3)

Doing Business Overseas

354

(2)

Latin America

354

(1)

East Asia (Japan, the Chinas, South Korea)

355

(1)

Russia

355

(1)

Middle East

355

(1)

Cross-Cultural Training

356

(1)

The Culture Assimilator

356

(1)

Simulation

357

(1)

Summary

357

(1)

Key Terms

358

(1)

Critical Incident

358

(1)

Experiential Exercise

359

(6)

Chapter 15 Managing Organizational Change and Development

365

(20)

Sources of Change

366

(1)

Organizational Growth and Decline

367

(3)

Growth Through Creativity

367

(1)

Growth Through Direction

368

(1)

Growth Through Delegation

368

(1)

Growth Through Coordination

369

(1)

Continued Growth Through Collaboration

369

(1)

Managing Organizational Decline

369

(1)

Critical Determinants of Organizational Success and Failure

370

(2)

Factors That Lead to Success

370

(1)

Factors That Lead to Failure

371

(1)

Organizational Development

372

(6)

Phases in the OD Process

372

(2)

Resistance to Change

374

(1)

OD Techniques

374

(4)

Conditions for the Successful Adoption of OD

378

(1)

Does OD Work?

378

(1)

OD in Perspective

379

(2)

Summary

381

(1)

Key Terms

382

(1)

Critical Incident

382

(2)

Experiential Exercise

384

(1)

Glossary,

385

(10)

Notes,

395

(26)

Index,

421

Amazon no longer offers textbook rentals. We do!

Organizational Behavior : Core Concepts

Organizational Behavior : Core Concepts

9780324322491

0324322496

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Organizational Behavior : Core Concepts

Organizational Behavior : Core Concepts

9780324322491

0324322496

Summary

Table of Contents

Supplemental Materials

Write a Review

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