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About the Author | |
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Preface | |
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Organizational Behavior: Why People Matter to Organizations | |
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Managers Get Results with and through Others | |
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A Skills Profile for Managers | |
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Importance of Ethical Behavior | |
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The Global Context: Cultural Differences | |
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Twenty-first-Century Managers | |
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Roots of Organizational Behavior as a Discipline | |
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Disciplines of Organizational Behavior | |
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Historical Roots: The Human Relations Movement | |
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Total Quality Management | |
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Contingency Approach to Management | |
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New Directions in OB | |
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The Age of Human and Social Capital | |
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Positive Organizational Behavior | |
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The Internet Revolution and OB | |
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Managing Individuals in Organizations | |
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Perception and Diversity: Why Viewpoints Differ | |
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A Social Information Processing Model of Perception | |
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Selective Attention/Comprehension | |
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Encoding and Simplification | |
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Storage and Retention | |
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Retrieval and Response | |
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Cultural Influences: Perceptions of Time | |
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Managerial Implications | |
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Causal Attributions | |
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Kelley's Model of Attribution | |
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Attributional Tendencies | |
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Defining and Managing Diversity | |
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Affirmative Action and Managing Diversity | |
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Diversity in the Workforce | |
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Organizational Practices That Effectively Manage Diversity | |
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Barriers and Challenges | |
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Diversity Initiatives | |
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Individual Differences: What Makes Employees Unique | |
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From Self-Concept to Self-Management | |
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Self-Esteem | |
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Self-Efficacy | |
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Self-Monitoring | |
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Self-Management: A Social Learning Model | |
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Personality Dynamics | |
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The Big Five Personality Dimensions | |
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Locus of Control: Self or Environment? | |
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Attitudes | |
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Intelligence and Cognitive Abilities | |
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Organizational Behavior Gets Emotional | |
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Positive and Negative Emotions | |
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Moods Are Contagious | |
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Emotional Labor | |
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Emotional Intelligence | |
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Motivation in Theory: What Makes Employees Try Harder | |
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Content Theories of Motivation | |
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Maslow's Need Hierarchy Theory | |
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Alderfer's ERG Theory | |
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McClelland's Need Theory | |
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Herzberg's Motivator-Hygiene Theory | |
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Process Theories of Motivation | |
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Equity Theory | |
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Expectancy Theory | |
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Motivation through Goal Setting | |
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Motivating Employees through Job Design | |
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Mechanistic Approach | |
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Motivational Approaches | |
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Biological and Perceptual-Motor Approaches | |
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Putting Motivational Theories to Work | |
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Motivation in Practice: How to Bring out the Best in People | |
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Goal Setting | |
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Types of Goals | |
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Management by Objectives | |
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Goal-Setting Process | |
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Feedback | |
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Functions of Feedback | |
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Recipients of Feedback | |
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Nontraditional Feedback: Upward and 360 Degrees | |
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Organizational Reward Systems | |
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Reward Systems | |
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Intrinsic Rewards | |
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Extrinsic Rewards | |
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Positive Reinforcement | |
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Contingent Consequences | |
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Schedules of Reinforcement | |
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Behavior Shaping | |
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Managing Groups and Making Decisions in Organizations | |
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Groups and Teamwork: How Groups Work and How to Lead Them | |
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Fundamentals of Group Behavior | |
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Formal and Informal Groups | |
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Group Development | |
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Group Member Roles | |
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Norms | |
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Teams, Trust, and Teamwork | |
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Teams: More Than Just a Group | |
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Developing Teamwork Competencies | |
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Trust: A Key Ingredient of Teamwork | |
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Self-Managed Teams | |
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Virtual Teams | |
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Threats to Group and Team Effectiveness | |
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Groupthink | |
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Social Loafing | |
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Decision Making: How Individuals and Groups Arrive at Decisions | |
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Models of Decision Making | |
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The Rational Model | |
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Simon's Normative Model | |
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Dynamics of Decision Making | |
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Improving Decision Making through Effective Knowledge Management | |
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General Decision-Making Styles | |
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Escalation of Commitment | |
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Creativity | |
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Group Decision Making | |
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Group Involvement in Decision Making | |
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Advantages and Disadvantages of Group-Aided Decision Making | |
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Participative Management | |
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Group Problem-Solving Techniques | |
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Conflict and Negotiation: Why Conflict Arises and What to Do about It | |
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A Modern View of Conflict | |
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A Conflict Continuum | |
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Functional versus Dysfunctional Conflict | |
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Antecedents of Conflict | |
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Why People Avoid Conflict | |
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Desired Outcomes of Conflict | |
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Major Forms of Conflict | |
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Personality Conflicts | |
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Intergroup Conflict | |
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Cross-Cultural Conflict | |
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Managing Conflict | |
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Programming Functional Conflict | |
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Alternative Styles for Handling Dysfunctional Conflict | |
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Third-Party Interventions: Alternative Dispute Resolution | |
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Negotiating | |
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Basic Types of Negotiation | |
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Added-Value Negotiation | |
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Applying Negotiation Skills: How to Negotiate Your Pay and Benefits | |
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Managing Processes of Organizations | |
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Communication: How to Get Messages Across-Online and Off | |
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Dimensions of the Communication Process | |
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A Perceptual Process Model of Communication | |
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Communication Distortion between Managers and Employees | |
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Interpersonal Communication | |
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Assertiveness, Aggressiveness, and Nonassertiveness | |
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Sources of Nonverbal Communication | |
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Active Listening | |
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Communication Styles of Women and Men | |
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Communication in the Computerized Information Age | |
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Internet, Intranets, and Extranets | |
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Electronic Mail and Instant Messaging | |
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Blogs | |
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Videoconferencing | |
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Group Support Systems | |
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Telecommuting | |
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Barriers to Effective Communication | |
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Process Barriers | |
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Personal Barriers | |
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Cultural Barriers: High- and Low-Context Cultures | |
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Physical Barriers | |
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Semantic Barriers | |
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Power and Politics: How People Influence One Another | |
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Influencing Others | |
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Generic Influence Tactics | |
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Influence Outcomes | |
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Practical Research Insights | |
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Strategic Alliances and Reciprocity | |
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Social Power and Empowerment | |
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Bases of Power | |
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Practical Lessons from Research | |
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Employee Empowerment | |
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Organizational Politics and Impression Management | |
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Definition and Domain of Organizational Politics | |
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Impression Management | |
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Keeping Organizational Politics in Check | |
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Leadership: What Makes an Effective Leader | |
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What Does Leadership Involve? | |
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Trait and Behavioral Theories of Leadership | |
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Trait Theory | |
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Behavioral Styles Theory | |
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Situational Theories | |
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Fiedler's Contingency Model | |
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Path-Goal Theory | |
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The Full-Range Model of Leadership: From Transactional to Transformational Leadership | |
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How Transformational Leadership Transforms Followers | |
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Research and Managerial Implications | |
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Additional Perspectives on Leadership | |
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International Leadership: Lessons from the GLOBE Project | |
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The Leader-Member Exchange Model of Leadership | |
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Shared Leadership | |
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Servant-Leadership | |
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Level 5 Leadership | |
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Meeting Organizational Challenges | |
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Organizational Culture: How Organizations Create and Transmit a Culture | |
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Organizational Culture: Definition and Context | |
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Dynamics of Organizational Culture | |
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Layers of Organizational Culture | |
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Functions of Organizational Culture | |
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Types of Organizational Culture | |
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Outcomes Associated with Organizational Culture | |
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How Cultures Are Embedded in Organizations | |
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The Organizational Socialization Process | |
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Phases of Organizational Socialization | |
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Practical Application of Socialization Research | |
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Embedding Organizational Culture through Mentoring | |
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Functions of Mentoring | |
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Developmental Networks That Underlie Mentoring | |
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Personal and Organizational Implications | |
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Organizational Design: How a Structure Connects Employees and Tasks | |
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Organizations: Definition and Dimensions | |
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What Is an Organization? | |
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Organization Charts: Dimensions of an Organization's Structure | |
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Organizational Metaphors | |
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Needed: Open-System Thinking | |
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Organizations as Military/Mechanical Bureaucracies | |
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Organizations as Biological Systems | |
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Organizations as Cognitive Systems | |
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Striving for Organizational Effectiveness | |
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Generic Effectiveness Criteria | |
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Mixing Effectiveness Criteria: Practical Guidelines | |
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The Contingency Approach to Designing Organizations | |
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Mechanistic versus Organic Organizations | |
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New-Style versus Old-Style Organizations | |
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Virtual Organizations | |
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Change and Learning Organizations: How to thrive in a Turbulent World | |
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Forces of Change | |
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External Forces | |
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Internal Forces | |
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Models of Planned Change | |
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Lewin's Change Model | |
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A Systems Model of Change | |
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Steps for Leading Organizational Change | |
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Organization Development | |
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Resistance to Change | |
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Why Employees Resist Change | |
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Strategies for Overcoming Resistance to Change | |
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Creating a Learning Organization | |
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Organizational Learning and Learning Organizations | |
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Building an Organization's Learning Capability | |
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Leadership: Foundation of a Learning Organization | |
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Unlearning the Organization | |
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End Notes | |
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Glossary | |
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Index | |