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Human Side of Organizations

by: Drafke, Michael

Human Side of Organizations

by: Drafke, Michael

ISBN 13:
9780131183841
ISBN 10:
0131183842
Edition: 9th
Format: Paperback
Copyright: 01/01/2009
Publisher: Pearson College Div
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Summary

"The Human Side of Organizations" delivers complete, up-to-date, practical information on how people behave in organizations presented in a readable, easy to understand form. The vital information can be used to understand managers, peers or workers. If you work, you need this information to thrive and survive. FOCUS BOXES/Reality Checks - Bring the work world as it really is into every chapter./Question of Ethics - Presents ethical questions related to the particular chapters'material./A Global Glance - A look at an international aspect of a chapters'concepts./FYI - A new focus box for the 9e./Presents useful hints readers can apply in their daily lives.Anyone who wishes to better understand managers, peers, or workers can benefit from this book as it covers the vital skills needed to survive and thrive in an organization.

PART ONE People and Work

(114)

Work and Its Place in Life

(26)

Organizations and Human Behavior

(1)

What Is Organizational Behavior?

(1)

What OB Is Not

(1)

What Is an Organization?

(1)

A Small Dose of OB History

(1)

FYI Focus Box

(1)

Industrialization---Farmers Leave the Soil

(1)

Along Came Taylor, Gantt, and the Gilbreths

(1)

How about the Human Side of Organizations?

(1)

The Rise of Unions

(1)

The Decline of Union Membership

(1)

OB---Here to Stay?

(1)

Reality Check: Does the Physical Work Environment Really Matter?

(1)

A Basic Question

(1)

What Is Work?

(1)

Purpose

(1)

Attitude

(1)

Reward

(1)

Why People Work

(2)

Employer Theories of Work

(1)

The Working Environment

(1)

The Physical Work Environment

(4)

Light

(1)

Noise

(1)

Temperature and Humidity

(1)

Ventilation

(1)

Color and Decor

(1)

Layout

(1)

Equipment

(1)

Supplies

(1)

Comfort

(1)

Security

(1)

Sick Buildings

(1)

The Mental Work Environment

(1)

The Work

(2)

Work Pace

(1)

Work Pace Variety

(1)

Task Duration

(1)

Task Variety

(1)

Required Concentration

(1)

Required Accuracy

(1)

Error Visibility

(1)

Responsibility Level

(1)

Authority Level

(1)

Autonomy Level

(1)

The Managerial Style

(1)

Coworker Influences

(3)

You and the Mental Work Environment

(1)

Individual and Organizational Needs

(1)

Personal Needs Affect the Organization

(1)

Organizations Need Order and Predictability

(1)

Organizational Needs and Values Result in Organizational Culture

(1)

Where Do We Go from Here?

(1)

Summary

(1)

Checking for Understanding

(1)

Applications

(2)

Experiental Exercises: Your Physical Environment

(1)

Perception

(24)

Introduction

(1)

The Importance of Seeing What's Really There

(1)

There's a Lot More to Perception Than Meets the Eye

(1)

Preset Judgments

(1)

Judgments Should Leave Room for Error

(1)

Fact versus Inference

(1)

A Consensus Definition

(1)

An ``Actual'' Fact

(1)

Probabilities and Certainties

(1)

Reasonable Doubt

(1)

The Determinants of Perception

(1)

Hereditary Factors

(1)

Environmental Background and Experience

(1)

Peer Pressure

(1)

FYI Focus Box

(1)

Projection

(1)

Snap Judgments

(1)

Halo and Rusty Halo Effects

(1)

Mental State

(1)

A Few Fallacies

(1)

The Fallacy of Composition

(1)

The Fallacy of Division

(1)

Post Hoc, Ergo Propter Hoc (The Fallacy of False Cause)

(1)

A Question of Ethics: Being Brutally Blunt

(1)

The Fallacy of Wishing It Were So

(1)

Two-Valued Reasoning

(1)

A Nine-Step Decision-Making System: A Logical Approach to Problem Solving

(1)

Step 1: Problem Recognition

(1)

Step 2: Problem Definition

(2)

Step 3: Setting Objectives

(1)

Step 4: Group Identification

(1)

Step 5: Generation of Options

(1)

Step 6: Evaluation of Options

(1)

Step 7: Option Selection

(1)

Step 8: Option Implementation

(1)

Step 9: Decision Evaluation

(1)

Decision Making by Intuition

(1)

Pitfalls to Effective Decision Making

(1)

Making Unnecessary Decisions

(1)

Putting Out the Same Fire

(1)

Not Considering the Cost

(1)

Procrastination

(1)

A Rapidly Changing Environment

(1)

Creativity and the Individual

(1)

What Is Creativity?

(1)

Reality Check: Your Physical Work Environment and Creativity

(1)

What Can Help You Become More Creative?

(1)

Summary

(1)

Checking for Understanding

(1)

Applications

(2)

Experiental Exercises: We See, But Do We Perceive

(1)

Primary Communications

(38)

Introduction

(1)

The Nature of Communication

(1)

Basic Communication Model

(3)

A Two-Way Process

(1)

How Messages Are Sent

(3)

Responsibility for Effective Communication

(1)

What Are Words Really Like?

(1)

Are Words Things, or Are They Merely Words?

(1)

Words as Inexact Symbols

(1)

Reality Check: Can Shyness Be Changed?

(1)

The Development of New Meanings

(1)

Word Interpretation Is Affected by Doublespeak

(1)

The Development of New Words

(1)

Tone Affects Meaning

(1)

Nonverbal Communication

(1)

The Body Communicates

(1)

Functions of Nonverbal Communication

(2)

Types of Nonverbal Symbols

(2)

The Eyes

(2)

FYI Focus Box

(12)

The Face and Head

(2)

Gestures

(1)

Touch

(1)

Posture

(5)

Territory

(1)

Walking

(1)

Status Symbols

(1)

Other Communication Symbols

(1)

Inactivity Silently Says a Lot

(1)

Even Your Voice Has Feelings

(1)

The Use of Time

(1)

A Global Glance: NVC Around the World

(1)

Types of Communication

(1)

Formal and Informal Communication

(2)

Communications Come from Many Directions

(1)

Upward Communication

(1)

Downward Communication

(1)

The Filter Factor

(1)

Horizontal Communication

(1)

Male-Female Communication Differences

(1)

Men

(2)

Women

(1)

Men and Women

(1)

Summary

(1)

Checking for Understanding

(1)

Applications

(2)

Experiental Exercises: Variations in Communication

(1)

Improving Communications and Managing Conflict

(25)

Barriers to Effective Communication

(1)

Lying

(2)

Facial Indicators

(1)

General Indicators

(1)

Perceptions

(1)

Emotions

(1)

Overeagerness to Respond

(1)

Snap Judgments

(1)

Closed Words

(1)

Attacking the Individual

(1)

Judging

(1)

Rank

(1)

Credibility Gaps

(1)

Gatekeepers

(1)

Noise

(1)

Wasting the Thought-Speech Rate Differential

(1)

Poor Listening

(1)

The Verbal Cocoon

(1)

The Importance of Listening

(1)

Effective Listening

(1)

Developing Listening Skills

(1)

Listening Responses

(1)

Phrasing Questions

(1)

How to Break Down Communication Barriers

100

(1)

Encourage Upward Communication

100

(1)

Reality Check: What Managers Should Communicate

101

(1)

Have an Open-Door Policy

101

(1)

Use Face-to-Face Communication

102

(1)

Avoid Credibility Gaps

102

(1)

Write for Understanding

102

(1)

Watch Your Timing

103

(1)

Be Sensitive to Others' Feelings and Needs

104

(1)

Conflict Management

104

(1)

Positive and Negative Conflict

104

(1)

General Conflict Resolution Guidelines

105

(1)

A Global Glance: Chinese Business Conflict

106

(1)

Conflict Perspectives

107

(1)

Situational Elements

108

(2)

Interests

108

(1)

Options

108

(1)

Legitimacy

108

(1)

Relationships

109

(1)

Communication

109

(1)

Commitments

109

(1)

Alternatives

110

(1)

Summary

110

(1)

Checking for Understanding

110

(1)

Applications

111

(1)

Experiental Exercises

112

(3)

PART TWO The Organizational Framework

115

(156)

Jobs, from Design to Appraisal

116

(34)

What Is a Job?

117

(1)

A Question of Ethics: People: Assets or Liabilities

118

(1)

The Japanese Way

119

(1)

Current Job Trends

120

(1)

Reality Check: Jobs---Going or Coming?

121

(1)

Career Management

122

(1)

Technical and Business Skills

123

(1)

Interpersonal Skills

123

(1)

Learning, Communicating, and Problem-Solving Skills

123

(1)

Self-Management Skills

124

(1)

Finding A Job

124

(2)

Job Design

126

(1)

Job Analysis

126

(1)

Job Characteristics Model

126

(1)

Difficulty Level

127

(1)

A Three-Factor Model

127

(1)

The CPOS Model

127

(1)

Work Effectiveness

128

(1)

Specialization

129

(1)

Time Compression

129

(1)

Large Job Feasibility

129

(1)

Training Time

130

(1)

Expertise

130

(1)

Efficiency

130

(1)

Job Descriptions and Job Specifications

130

(1)

Trying to Obtain a Job---The Interview

131

(1)

Styles of Interviewing

132

(1)

Structured (Directive) Interviews

132

(1)

Unstructured (Nondirective) Interviews

132

(1)

Group Interviews

132

(1)

Stress, or Situational, Interviews

133

(1)

Types of Interviewers

133

(1)

Guidelines for Conducting Interviews

134

(1)

Guidelines for Being Interviewed

135

(1)

Performance Appraisals

136

(1)

Know How You Will Be Evaluated

136

(1)

Attitude

136

(1)

Compatibility

137

(1)

Dependability

137

(1)

Knowledge

137

(1)

Efficiency and Organization

137

(1)

Pre-Evaluation Procedures

137

(2)

Appraisal Threats

139

(3)

The Halo Effect

140

(1)

The Hawthorne Effect

140

(1)

Recency

140

(1)

Uniformity

140

(1)

Vagueness

141

(1)

Conflict Avoidance

141

(1)

Distance

142

(1)

Trait Measurement

142

(1)

Personal Bias

142

(1)

Cost Concerns

142

(1)

Appraisal Responses

142

(3)

Contesting an Evaluation

143

(2)

Losing a Job

145

(1)

FYI Focus Box

146

(1)

A Global Glance: Getting Fired in the Great White North

147

(1)

Summary

147

(1)

Checking for Understanding

148

(1)

Applications

148

(1)

Experiental Exercises: Designing a Job

149

(1)

Formal Organizations: How People Organize

150

(25)

Introduction

151

(1)

Formal Organizations: Relevant Management Principles

151

(1)

Hierarchical Structure Principle

151

(1)

Unity of Command Principle

151

(1)

Line and Staff Principle

152

(1)

Division of Labor Principle

153

(1)

Span of Control Principle

154

(1)

Positional Power Principle

155

(1)

Rules Principle

156

(1)

The Organization Chart

156

(1)

Organizational Styles

156

(1)

Functional Organizations

157

(1)

Geographic Organizations

158

(1)

Customer Organizations

158

(1)

Product Organizations

159

(1)

Matrix Organizations

159

(2)

Horizontal Organizations

161

(1)

Learning Organizations

162

(1)

Communities of Practice

162

(1)

A Question of Ethics: Nonwork-Related Learning

163

(2)

Virtual Corporations

163

(2)

Developing Organizational Structures

165

(1)

Liberation Management

165

(1)

Egalitarian Designs

165

(2)

Conceptual Designs

167

(1)

Redesigns

168

(1)

FYI Focus Box

169

(1)

Downsizing and Revision

169

(1)

Summary

169

(1)

Checking for Understanding

170

(1)

Applications

170

(3)

Experiental Exercises: Organizing Human Resources

173

(2)

Understanding Management

175

(35)

Coping with Management

176

(1)

The Role of Management

176

(1)

Management Functions and Resources

177

(3)

Four Functions

178

(1)

Four Resources

179

(1)

A Question of Ethics: Relationships with Managers

180

(1)

The Internal and External Environments

181

(1)

Decision Making

181

(4)

Rational Decisions

182

(1)

Political Decisions

182

(1)

Temporal Decisions

183

(1)

Emotional Decisions

184

(1)

Economic Decisions

185

(1)

Risk-Based Decisions

185

(1)

FYI Focus Box

185

(1)

Conflict-Based Decisions

186

(1)

Buck-Passing Decisions

186

(1)

Coping with Decisions

186

(1)

Escapism

187

(1)

Amnesia

187

(1)

Anger

187

(1)

Management Principles

187

(2)

Authority Principle

188

(1)

Unity of Command Principle

188

(1)

Unity of Direction Principle

188

(1)

From Classical to Behavioral Management

189

(1)

Classical Management

189

(1)

Command Systems

189

(1)

Reality Check: Another Time When a Manager May Use the Classical Style

190

(2)

Time and Motion Studies

190

(1)

Classical Motivation

191

(1)

Behavioral Management

192

(2)

The Management Continuum

194

(1)

The Worker's Role

195

(1)

Doing the Best Job

195

(1)

Total Quality Management (TQM)

195

(1)

Coping with Management

196

(6)

Incompetent Managers

197

(2)

Malicious Managers

199

(1)

Clueless Managers

199

(1)

Split-Personality Managers and Grumps

199

(1)

Hoarders

199

(1)

Spineless Managers

199

(1)

Workaholic Managers

200

(1)

Players of Mind Games

200

(1)

Perfectionists

201

(1)

Intimidators

201

(1)

Coping Strategies

201

(1)

Reality Check: It Could Be Worse, You Could Be Working for One of These People

202

(3)

Good Managers

204

(1)

Reality Check: No Talking in the Graveyard

205

(1)

Summary

206

(1)

Checking for Understanding

207

(1)

Applications

207

(2)

Experiental Exercises: The Middle Manager's Quandary

209

(1)

Small Groups and the Informal Organization

210

(24)

Groups

211

(1)

What Is a Group?

211

(1)

Group Formation

211

(1)

Security

211

(1)

Affiliation

212

(1)

Self-Esteem

212

(1)

Power

212

(1)

Social Reality

212

(1)

Goal Accomplishment

212

(1)

Group Synergy

212

(1)

The Nature of Formal and Informal Groups

213

(1)

Formal Groups and Roles

213

(1)

Informal Groups

213

(1)

Reality Check: Informal Talk

214

(1)

Why Do Informal Groups Emerge?

214

(2)

Group Behavior

216

(1)

Group Member Characteristics

216

(1)

Group Cohesion

217

(2)

Factors That Increase Group Attractiveness and Cohesion

217

(1)

Factors That Decrease Group Attractiveness and Cohesion

218

(1)

Work Arrangement Influence on Informal Groups

219

(1)

A Balance Between Task and Maintenance Activities

219

(1)

Cultural Diversity in Groups

219

(1)

Informal Groups and the Grapevine

220

(1)

The Nature of the Grapevine

220

(1)

Grapevine Communication Is Fast

220

(1)

Grapevine Communication Is Oral

220

(1)

Grapevine Communication Thrives on Insecurity

220

(1)

Grapevine Communication Fills in the Gaps

221

(1)

Grapevine Communication Is Extensive When People Relate to the Situation

221

(1)

Chains Required for Grapevine Communication

221

(1)

Single-Strand Chain

221

(1)

Gossip Chain

221

(1)

Probability Chain

221

(1)

Cluster Chain

221

(1)

Management and the Grapevine

222

(1)

Group Problem Solving and Decision Making

223

(1)

Planned and Unplanned Agendas

223

(1)

Brainstorming

223

(1)

Brainwriting

224

(1)

Deciding the Delphi Way

224

(1)

Forming a Committee

224

(1)

Deficiencies in Group Decision Making

225

(1)

Wasters of Time

225

(1)

Diluted Responsibility

225

(1)

Anti-Synergy

225

(1)

Groupthink

226

(1)

Costly Delays

226

(1)

Avoiding Meeting Pitfalls

226

(3)

Have a Good Reason

226

(1)

Respect Time

227

(1)

Be Creatively Brief

227

(1)

Recognize Effect of Physical Settings

228

(1)

Clarify Responsibilities of Attendees

228

(1)

Teamwork

229

(1)

Models of Team Development

229

(1)

FYI Focus Box

229

(2)

A Question of Ethics: Construction or Obstruction

231

(1)

Summary

232

(1)

Checking for Understanding

232

(1)

Applications

232

(1)

Experiental Exercises: Examining Formal Work Arrangements

233

(1)

Individuals and Self-Management

234

(37)

Introduction

235

(1)

The Question of Conformity

235

(1)

Problems of Individualism

235

(1)

Dealing with Individuals

236

(2)

Is Conformity a Sellout?

238

(1)

Types of Conformity

238

(1)

Can I Do What I Want with Company Resources?

239

(1)

What I Do on My Own Time Is Whose Business?

239

(1)

What's Wrong with Workplace Affairs?

240

(1)

Can't I Wear What I Like?

241

(1)

But There Are Individual Differences

242

(1)

A Smoke-Free Environment

242

(1)

The Right to Privacy

243

(1)

What Do Employers Want to Know?

243

(1)

Testing Employees

243

(1)

Lie Detector Tests

243

(1)

A Question of Ethics: The Boss Is Watching!

244

(1)

Integrity Tests

244

(1)

Graphology Testing

244

(1)

HIV Testing

245

(1)

Collection of Information

245

(1)

Surveillance of Employees

245

(1)

Workplace Monitoring

245

(1)

Spies

245

(1)

Access to Personnel Records

246

(1)

The Challenge of Disciplining Employees

246

(1)

The Nature of Discipline

246

(1)

Progressive Discipline

246

(1)

Can You Document It?

246

(1)

Do It in Private

247

(1)

Just Like a Red-Hot Stove!

247

(1)

Situational Discipline Should Be Applied

247

(1)

Enforcing Rules

247

(1)

Firing People

248

(1)

Challenges with One's Self

249

(1)

Wants Beyond Capabilities

249

(1)

Reality Check: Recovering from a Mistake

249

(1)

The Peter Principle

250

(1)

Fear of Admitting Errors

250

(1)

Politics

251

(1)

The Nature of Organizational Politics

251

(1)

Influence Strategies

252

(1)

Influencing Others

253

(1)

Selling Your Ideas

253

(1)

Focus on Benefits, Not Features

254

(1)

Test the Waters First

254

(1)

Self-Management

254

(1)

Reality Check: Concern for Individuals

255

(1)

The Components of Self-Management

256

(2)

Implementing Self-Management

258

(1)

Time Management

259

(1)

Working Smarter: Creating a Time-Management System

260

(1)

Your Peak Time

261

(1)

Twelve Practical Time-Management Techniques

262

(2)

Lists

264

(1)

FYI Focus Box

264

(1)

Paper Handling

265

(1)

Big Jobs

265

(1)

Summary

266

(1)

Checking for Understanding

266

(1)

Applications

267

(2)

Experiental Exercises: Declining Ethics?

269

(2)

PART THREE Inducing Organizational Activity

271

(124)

Motivation and Morale

272

(30)

Why Learn about Motivation?

273

(1)

The Importance of Needs and Motivation

273

(1)

Needs and Motivation

273

(1)

If You Are a Manager

273

(1)

If You Are a Worker

274

(1)

A Motivation Model

274

(1)

Can You Learn to Need Needs?

275

(1)

The Need for Approval

275

(1)

The Need for Achievement

275

(1)

The Need for Competence

276

(1)

The Need for Power

276

(1)

The Hierarchy of Needs

276

(1)

The Basic Hierarchy

277

(1)

Maslow's Other Needs

278

(1)

Reality Check: Maslow Revised

279

(1)

An Exception to Maslow: Alderfer's ERG Theory of Needs and Motivation

280

(1)

Herzberg's Motivation---Maintenance Model

280

(1)

Hygiene (Maintenance) Factors

281

(1)

Motivational Factors (Satisfiers)

282

(1)

Some Final Words on Herzberg

283

(1)

The Process of Motivation

283

(1)

Behavior Modification through Reinforcement Techniques

284

(1)

Positive Reinforcement

285

(1)

Escape and Avoidance

285

(1)

The State of Extinction

285

(1)

How Effective Is Punishment?

286

(1)

Expectancy Theory

286

(1)

The Relationship between Equity and Motivation

287

(1)

Hunter's Intrinsic/Extrinsic Theory

288

(1)

Level of Concern

289

(1)

Success

289

(1)

Feedback

289

(1)

Interest

290

(1)

Feeling Tone

290

(1)

FYI Focus Box

290

(1)

Time, Importance, and Motivation

291

(1)

The Special Role of Money as a Motivator

291

(1)

Money is Traditional

291

(1)

Money is Tangible

292

(1)

Money is Objective

292

(1)

Alternatives to Money Are Often Subjective

292

(1)

Money Is Symbolic

292

(1)

What the Individual Can Do about Motivation

292

(1)

Morale in Organizations

293

(1)

Morale Defined

293

(1)

Morale and Productivity

294

(1)

What Are the Factors That Affect Morale?

294

(1)

The Organization

294

(1)

Employees' Activities

294

(1)

Reality Check: Impacting Morale

295

(1)

The Nature of Work

295

(1)

Peers

295

(1)

Leadership

296

(1)

Role Expectation

296

(1)

Concept of Self

296

(1)

Personal Needs

296

(1)

Warning Signs of Low Morale

296

(1)

Evaluating Morale

297

(1)

Summary

298

(1)

Checking for Understanding

299

(1)

Applications

299

(2)

Experiental Exercises: What Do You Need?

301

(1)

Job Satisfaction and the Quality of Work Life

302

(39)

Introduction

303

(1)

Greater Concerns over the Quality of Work Life

303

(1)

Needs and Motivation

303

(1)

Shifting Trends in Jobs

304

(1)

Trend toward 24/7 Workforce

304

(1)

Trend toward Outsourcing Work

305

(1)

What Influences the Quality of Work Life?

306

(1)

Improving the Quality of Work Life

307

(1)

Job Enrichment

308

(1)

Job Enlargement

308

(1)

Vertical and Horizontal Loading

309

(1)

Manipulating Core Job Dimensions

309

(1)

Task Variety

309

(1)

Task Identity

310

(1)

Task Significance

310

(1)

Autonomy

310

(1)

Feedback

310

(1)

Job Rotation

310

(1)

Cross-Training

311

(1)

Feedback and Reinforcement

311

(1)

Well Pay and Floating Holidays

312

(1)

Empowerment

312

(1)

Child and Elder Care

313

(1)

Changes to the Work Environment and the Social Environment

313

(1)

Ergonomic Changes

314

(1)

Wellness Programs

314

(1)

Aesthetics and Personalization

315

(1)

Does QWL Have Its Limitations?

316

(1)

Innovative Ways to Work

317

(1)

Production-Based Compensation Plans

317

(1)

Flextime

317

(2)

Benefits

318

(1)

Disadvantages

318

(1)

Flexplace

319

(1)

Advantages

320

(1)

Disadvantages

320

(1)

Flexible Benefits

320

(1)

Compressed Workweek

321

(1)

Contingent Employment

321

(2)

Reality Check: Flexible Work Arrangements

323

(1)

Job Sharing

323

(1)

Job Satisfaction

324

(1)

Internal Job Satisfaction Factors

325

(1)

The Work

325

(1)

Job Variety

325

Task Specialization

(293)

Autonomy

325

(1)

Goal Determination

325

(1)

Feedback and Recognition

325

(1)

External Job Satisfaction Factors

326

(3)

Achievement

326

(1)

Role Ambiguity and Role Conflict

327

(1)

Opportunity

327

(1)

Job Security

328

(1)

Social Interactions

328

(1)

Reality Check: The Importance of Social Contacts at Work

329

(1)

FYI Focus Box

330

(2)

Supervision

330

(1)

Organizational Culture

330

(1)

Work Schedules

331

(1)

Seniority

331

(1)

Compensation

331

(1)

Individual Job Satisfaction Factors

332

(2)

Commitment

333

(1)

Expectations

333

(1)

Job Involvement

333

(1)

Reality Check: Dissatisfaction

334

(1)

Effort/Reward Ratio

334

(1)

Influence of Coworkers

334

(1)

Comparisons

334

(1)

Opinions of Others

335

(1)

Personal Outlook

335

(1)

Age

335

(1)

Summary

335

(1)

Checking for Understanding

336

(1)

Applications

336

(3)

Experiental Exercises: How Satisfied Are You with Your Job?

339

(2)

The Dynamics of Change

341

(25)

Introduction

342

(1)

The Effects of Change

342

(1)

The Need for Anticipation

342

(1)

Why People Resist Change

342

(1)

Personal Attitudes and Personal Impact

343

(1)

Financial Reasons

343

(1)

Alterations in the Informal Organization

344

(1)

Inertia

344

(1)

Lack of Recognition of Need

344

(1)

Fear of the Unknown

345

(1)

Lack of Trust

345

(1)

Revenge

345

(1)

A Global Glance: The Change Heard 'Round the World

346

(1)

Surprise

346

(1)

Poor Timing

346

(1)

Poor Approach

347

(1)

Misunderstanding

347

(1)

Absent Benefits

347

(1)

Insufficient Need

348

(1)

Phariseeism

348

(1)

How Resistance to Change Is Shown

348

(1)

Absenteeism

348

(1)

Decreased Productivity

349

(1)

Regression

349

(1)

Resignation

349

(1)

Transfer

349

(1)

Sabotage

349

(1)

Change Management

350

(1)

Change as a 3-Step Process

350

(1)

Unfreezing

350

(1)

Changing

350

(1)

Refreezing

351

(1)

Larger Scale Change---A 6-Step Process

351

(1)

Determine the Necessity

351

(1)

Find the Movers and Shakers

351

(1)

Communicate the Post-Change Vision and Change Plan

352

(1)

Clear the Path

352

(1)

Find the Good and Give the Feedback

352

(1)

Follow Through

352

(1)

The Change Must Be Useful

352

(1)

Management Should Be Empathetic

352

(1)

A Question of Ethics: Not Exactly What One Would Call ``Country-Club Management''

353

(1)

The Change Must Be Understood by Those Affected

353

(1)

Employees Should Participate Where Possible

354

(1)

Benefits Should Be Stressed

354

(1)

Provide Economic Guarantees Where Possible

354

(1)

FYI Focus Box

355

(1)

The Problem of Timing

355

(1)

Avoid Too Much Too Soon

355

(1)

Methods of Accomplishing Change

355

(1)

Directives

356

(1)

Participation

356

(1)

Trial Periods

356

(1)

The New Person Method

357

(1)

Training

357

(1)

Organizational Development

357

(1)

The OD Process

357

(1)

The Use of MBO to Effect Change

358

(1)

Manipulation

359

(1)

Coping with Change

360

(1)

Acceptance

360

(1)

Learning

360

(1)

Utilization

360

(1)

Participation

360

(1)

Support and Assistance

361

(1)

Negotiation

361

(1)

Summary

361

(1)

Checking for Understanding

362

(1)

Applications

362

(3)

Experiental Exercises: Is This Change Really Necessary?

365

(1)

Leadership

366

(29)

Introduction

367

(1)

The Functions and Characteristics of Leadership

367

(1)

Leadership Defined

367

(1)

The Difference between Leadership and Management

367

(1)

Formal Leadership

368

(1)

Power

368

(2)

How Important Are Leaders?

370

(1)

What Makes People Leaders?

370

(1)

Charismatic Leaders

371

(1)

Reality Check: Trust in Nonhierarchical Organizations

372

(1)

Transformational Leaders

372

(1)

Contingency and Situational Leaders

372

(2)

Fielder's Contingency Theory

372

(1)

Hershey--Blanchard Situational Model

373

(1)

Path--Goal Theory

374

(1)

Traditional Leadership

374

(1)

X and Y Labels

375

(1)

Derived X Theory

375

(1)

Reality Check: Leadership Paradoxes

375

(3)

Traditional Leadership

376

(1)

Fear and Motivation

376

(1)

Behavioral Leadership

377

(1)

Styles of Leadership

378

(1)

A Major Problem

378

(1)

Autocratic Style

378

(1)

Autocratic Pros

378

(1)

And the Cons?

379

(1)

Participative Style: Involving Employees

379

(2)

The Pros of Participative Leadership

380

(1)

The Cons of Participative Leadership

380

(1)

Participation: It's a Matter of Degree

381

(1)

Free-Rein Style

381

(1)

Which Is the Best Style of Leadership?

382

(1)

Should Leaders Get Close to Their Associates?

383

(1)

Some Final Conclusions on the ``Best'' Style of Leadership

383

(1)

Reality Check: Developing Leaders

384

(1)

Leadership as a Skill

384

(1)

Technical Skills

384

(1)

Human Resource Management Skills

385

(1)

Conceptual Skills

385

(1)

Trust Building Skills

386

(1)

Development of Leadership Skills

387

(1)

Trial and Error

387

(1)

Formal Education

387

(1)

On-the-Job Experience

387

(1)

FYI Focus Box

388

(1)

Supplemental Reading

388

(1)

The Need for a Supportive Organizational Culture

389

(1)

Summary

389

(1)

Checking for Understanding

390

(1)

Applications

390

(2)

Experiental Exercises: What Do You Assume?

392

(3)

PART FOUR Strategies for Improving Organizational Behavior and Performance

395

(88)

Stress

396

(27)

Introduction

397

(1)

The Nature of Stress

397

(1)

Our Basic Responses

397

(1)

Causes of Stress

398

(1)

Quantitative Demands

399

(1)

Qualitative Demands

399

(1)

Work Pace Control

399

(1)

Participation

400

(1)

Work Shift

400

(1)

Work Roles

400

(1)

Accumulation of Factors

400

(1)

Reactions to Work-Related Distress

401

(1)

Affective Reactions

401

(1)

Reality Check: Small Releases for Small Stressors

401

(2)

Behavioral Reactions

402

(1)

Physical Reactions

402

(1)

The Three Stages of Stress

403

(1)

Frustration: Another Response to Stress

403

(1)

With A Little Help From Your Mind

403

(1)

Reactions to Frustration

404

(1)

Rationalization

404

(1)

Compensation

404

(1)

Negativism

405

(1)

Resignation

405

(1)

Repression

406

(1)

Pseudostupidity

406

(1)

Obsessive Thinking

406

(1)

Displacement

407

(1)

Conversion

407

(1)

Burnout: The Disease of High Achievers

408

(1)

Who Are Candidates for Burnout?

408

(1)

What Are the Symptoms of Burnout?

408

(1)

What Is the Cure for Burnout?

408

(1)

Causing Associates to Become Distressed

409

(1)

The Wrong Way to Manage Distress: Substance Abuse

409

(1)

What Constitutes a Drinking Problem?

409

(1)

Drug Abuse

409

(1)

Recognizing Alcohol and Drug Abuse in the Workplace

410

(1)

Drugs and the Workplace

410

(1)

Organizational Approaches to Alcohol and Drug Abuse

410

(1)

The Nature of Company Programs

411

(1)

The Stigma of Alcoholism and Drug Programs

411

(1)

Stress Management

411

(1)

Stress Management Recommendations

411

(2)

Managing Stress with Faith

413

(1)

Establish Ethical Values

413

(1)

Managing Career-Related Stress

413

(1)

Idealism

413

(1)

Develop Readily Attainable Goals

413

(1)

Reality Check: Your Reaction to Stress Matters

414

(1)

Select a Satisfying Occupation

415

(1)

Have Faith in Yourself and Seek Opportunities

415

(1)

Employ Contrast

415

(1)

Workaholics

416

(1)

Take Stock of Yourself

417

(1)

Break the Law of Parkinson

417

(1)

Break Kossen's Law

417

(1)

FYI Focus Box

418

(1)

Summary

419

(1)

Checking for Understanding

419

(1)

Applications

419

(2)

Experiental Exercises: Are You a Candidate for Burnout?

421

(2)

Ethics and Etiquette

423

(34)

The Right Treatment of Others

424

(1)

Business Ethics: An Oxymoron?

424

(1)

Ethical Pressures

425

(1)

Effect on Cash

425

(1)

Effect on Prices

425

(1)

Management in the Middle

426

(1)

The Effects of Technology

426

(1)

A Question of Ethics: Ethics and Dow Corning

426

(1)

The Effects of Acquisitions and Restructuring Activities

427

(1)

Lack of Sufficient Concern for the Environment

427

(1)

An Ethics Gap

428

(2)

Managing Ethics

430

(1)

Reality Check: An Example of Ethical Conduct

430

(3)

Defining Ethics

431

(1)

Communicating the Ethic

431

(1)

Ongoing Activities

432

(1)

Follow-up

432

(1)

Ethics and the Individual

433

(1)

Two Philosophies: Profit Quest versus Social Responsibility

434

(1)

The Profit-Quest Approach

434

(1)

The Social-Responsibility Approach

435

(1)

Areas of Social Responsibility

435

(1)

Responsibility to Employees

436

(1)

Responsibility to Consumers

436

(1)

Responsibility to the Environment

437

(1)

Responsibility to Provide Information

437

(1)

Responsibility to Assist Special Employment Groups

438

(1)

Guide to Social Action

438

(1)

Community Relationships

439

(1)

Management Must Be Committed

439

(1)

The Program Should Be Integrated into Regular Operations

439

(1)

The Program Must Be Communicated

439

(1)

The Program Must Be Credible

440

(1)

Participants Should Be Concerned with Action

440

(1)

Failures Should Not Be Discouraging

440

(1)

Etiquette

440

(4)

The Office Phone

441

(1)

Cellular Phones, Pagers, and Fax Machines

442

(1)

Copiers

443

(1)

E-mail

443

(1)

Shared Workspaces

443

(1)

Reality Check: Net-Etiquette

444

(1)

Meetings

444

(1)

Videoconferencing

445

(1)

Attire and Grooming

445

(2)

Attire for Men

446

(1)

Attire for Women

446

(1)

Reality Check: The Clothes Must Fit, in More Ways Than One

447

(1)

Casual Attire

448

(1)

Grooming

448

(1)

Coming and Going

448

(1)

Introductions and Business Cards

449

(1)

Dining

449

(1)

A Global Glance: There is Much More to Knowing the Language Than Learning the Words

450

(1)

Cordiality

451

(1)

Thank-You Notes

451

(1)

FYI Focus Box

451

(1)

Gifts

452

(1)

Christmas Parties

452

(1)

When Others Break the Rules

452

(1)

Summary

453

(1)

Checking for Understanding

454

(1)

Applications

454

(2)

Experiental Exercises: Ethics

456

(1)

Challenges and Opportunities

457

(26)

Challenges and Opportunities

458

(1)

Understanding Global Organizational Behavior

458

(1)

Organizational Cultures in a Global Environment

458

(1)

Differences in Customs

459

(1)

Up to the First Floor

459

(1)

Time Zones a Hassle

459

(1)

Foreign Expatriates in the United States

459

(1)

Differences in Language and Communication Styles

460

(1)

Differences in Attitudes toward Time

460

(1)

Differences in the Workforce

460

(1)

Differences in Labor Laws

460

(1)

Reality Check: Are Things Really That Different Abroad?

461

(1)

Differences in Ethical Standards

462

(1)

Differences in Political Climate

462

(1)

Easing the Transition for Innocents Abroad

462

(1)

Selecting the Right People for the Right Place

462

(1)

Allowing Orientation Visits

463

(1)

Providing Training Opportunities

463

(1)

Use Foreign Nationals

463

(1)

Repatriation: Returning Home

464

(1)

Company Guidance and Counseling

464

(1)

Multiculturalism and Diversity

464

(1)

The Nature of Prejudice and Discrimination

464

(1)

Reality Check: Is Diversity Required?

465

(1)

What Is the Difference between Prejudice and Discrimination?

465

(1)

Reality Check: Best Companies for Minorities---and Performance

466

Prejudice: An Acquired Habit

465

(1)

Prejudice in Favor of a Group

466

(1)

Preventive Prejudice

466

(1)

The ``Oppressed Majority''

467

(1)

It's the Law

467

(1)

Religious Beliefs

468

(1)

Legal Discrimination in Exceptional Cases

468

(1)

Bona Fide Occupational Qualification (BFOQ) Exception

468

(1)

FYI Focus Box

468

(1)

The Testing Requirement Exception

469

(1)

Seniority System Exception

469

(1)

Reverse Discrimination: An Organizational Dilemma

469

(1)

Offsetting Past Inequities through Proportional Employment

469

(1)

The Challenges Facing Women in the Workplace

469

(1)

The Effects of Culturalization on Values toward Women

469

(1)

Fast Track versus Mommy Track

470

(1)

Challenges Facing Everyone in the Workplace

470

(1)

Sexual Harassment

470

(1)

Workplace Violence

471

(1)

The Worker Shortage

472

(1)

Older Workers

472

(1)

The Problem of Job Loss for the Aging

472

(1)

Increased Costs of Employee Benefits

473

(1)

Fewer Working Years

473

(1)

Physically Too Weak

474

(1)

Higher Rates of Absenteeism

474

(1)

Assisting the Older Worker

474

(1)

Older Rather than Old

474

(1)

Legislation for the Older Worker

475

(1)

The Challenges Facing People with Disabilities

475

(1)

It's the Law

476

(1)

Who are Individuals with Disabilities?

477

(1)

Common Attitudes toward the Physically and Intellectually Challenged

477

(1)

Increased Insurance Costs

477

(1)

Offensive to the Public

477

(1)

A Social Responsibility

478

(1)

Summary

479

(1)

Checking for Understanding

480

(1)

Applications

480

(2)

Experiental Exercises: A Cultural Quiz

482

(1)

Notes

483

(22)

Index

505

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Human Side of Organizations

Human Side of Organizations

9780131183841

0131183842

Summary

Table of Contents

Supplemental Materials

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Amazon no longer offers textbook rentals. We do!

Human Side of Organizations

Human Side of Organizations

9780131183841

0131183842

Summary

Table of Contents

Supplemental Materials

Write a Review

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