| |
| |
| Preface | |
| |
| |
| |
| Individual Processes | |
| |
| |
| |
| An Introduction to Organizational Behavior | |
| |
| |
| What is Organizational Behavior? | |
| |
| |
| Why Bother? Or, Three Reasons for Studying Organizational Behavior | |
| |
| |
| Practical Applications | |
| |
| |
| Personal Growth | |
| |
| |
| Increased Knowledge | |
| |
| |
| Organizational Behavior and Its Related Fields | |
| |
| |
| Studying the Behavior of People at Work | |
| |
| |
| Scientific Management | |
| |
| |
| Human Relations Approach: The Hawthorne Studies | |
| |
| |
| Contingency Approach | |
| |
| |
| Culture-Quality Movement | |
| |
| |
| Challenges Confronting Managers in the 21st Century | |
| |
| |
| Workforce Diversity | |
| |
| |
| Contingent Workers | |
| |
| |
| The Expression of Emotions at Work | |
| |
| |
| Criticisms of the Field | |
| |
| |
| A Framework for Studying Organizational Behavior | |
| |
| |
| |
| Personality and Perception | |
| |
| |
| Personality | |
| |
| |
| The Determinants of Personality | |
| |
| |
| Assessing Personality Traits | |
| |
| |
| Important Dimensions of Personality | |
| |
| |
| The Perception of Others | |
| |
| |
| Accuracy in Perceiving Others | |
| |
| |
| The Perception of Personality Traits | |
| |
| |
| Some Obstacles to Accurate Perception | |
| |
| |
| Understanding Attributions | |
| |
| |
| |
| Changing Employee Behavior Through Consequences | |
| |
| |
| The Nature of Learning | |
| |
| |
| Classical Conditioning | |
| |
| |
| Observational Learning | |
| |
| |
| Instrumental, or Operant, Conditioning | |
| |
| |
| Using Operant Principles in Organizational Settings | |
| |
| |
| Acquiring Complex Behaviors: Shaping | |
| |
| |
| Maintaining Desired Behavior | |
| |
| |
| Rules for Applying Operant Principles | |
| |
| |
| Does OB Mod Work? | |
| |
| |
| Controversies Surrounding OB Mod | |
| |
| |
| The Role of Punishment | |
| |
| |
| Alternatives to Punishment | |
| |
| |
| Effective Punishment | |
| |
| |
| Guidelines for Administering Discipline | |
| |
| |
| Progressive Discipline | |
| |
| |
| Conducting a Disciplinary Meeting | |
| |
| |
| |
| Motivation | |
| |
| |
| The Nature of Motivation | |
| |
| |
| Achievement Motivation Theory | |
| |
| |
| Maslow's Hierarchy of Needs | |
| |
| |
| Two-Factor Theory | |
| |
| |
| Expectancy Theory | |
| |
| |
| Reinforcement Theory | |
| |
| |
| Equity Theory | |
| |
| |
| Social Learning Theory | |
| |
| |
| A Comprehensive Model of Motivation | |
| |
| |
| |
| Enhancing Employee Motivation Using Rewards, Goals, Expectations, and Empowerment | |
| |
| |
| Reward Systems | |
| |
| |
| The Role of Compensation | |
| |
| |
| Goal-Setting | |
| |
| |
| Specificity | |
| |
| |
| Difficulty | |
| |
| |
| Acceptance | |
| |
| |
| Management by Objectives | |
| |
| |
| Expectations | |
| |
| |
| The Power of Self-Fulfilling Prophecies | |
| |
| |
| The Constructive Management of Self-Fulfilling Prophecies | |
| |
| |
| Employee Empowerment | |
| |
| |
| Job Redesign | |
| |
| |
| Quality Circles | |
| |
| |
| Self-Directed Work Teams | |
| |
| |
| |
| Interpersonal Processes | |
| |
| |
| |
| Power and Politics | |
| |
| |
| Distinguishing Power and Influence | |
| |
| |
| Interpersonal Influence Processes | |
| |
| |
| The Five Bases of Power | |
| |
| |
| Interplay Among the Power Bases | |
| |
| |
| Politics: The Facts of Organizational Life | |
| |
| |
| Political Tactics | |
| |
| |
| Devious Political Tactics | |
| |
| |
| Political Blunders | |
| |
| |
| Coping with Organizational Politics | |
| |
| |
| Machiavellianism | |
| |
| |
| Consequences of Using Influence Tactics | |
| |
| |
| Other Influence Techniques | |
| |
| |
| The Ethics of Organizational Politics | |
| |
| |
| Responding to Authority: Obedience | |
| |
| |
| |
| Leadership | |
| |
| |
| The Nature of Leadership | |
| |
| |
| Does Leadership Make a Difference? | |
| |
| |
| What Do Managers Actually Do? | |
| |
| |
| The Trait Approach | |
| |
| |
| Gender Issues | |
| |
| |
| The Behavioral Approach | |
| |
| |
| The Situational Approach | |
| |
| |
| Fiedler's Contingency Model | |
| |
| |
| Path-Goal Theory | |
| |
| |
| Situational Leadership Theory | |
| |
| |
| The Vroom-Yetton Leadership Model | |
| |
| |
| The Vertical Dyad Linkage Model | |
| |
| |
| Substitutes for Leadership | |
| |
| |
| Obstacles to Personal Effectiveness in Leadership and Managerial Positions | |
| |
| |
| |
| Decision Making | |
| |
| |
| Types of Organizational Decisions | |
| |
| |
| Personal Versus Organizational Decisions | |
| |
| |
| Programmed Versus Nonprogrammed Decisions | |
| |
| |
| Classical Decision Theory | |
| |
| |
| A Behavioral Theory of Decision Making | |
| |
| |
| The Influence of Judgmental Strategies | |
| |
| |
| Obstacles to Effective Decision Making | |
| |
| |
| Judgmental Biases | |
| |
| |
| Escalation of Commitment | |
| |
| |
| Groupthink | |
| |
| |
| Risk Taking Within Groups | |
| |
| |
| Techniques for Improving Decision Making | |
| |
| |
| Individual Versus Group Decision Making | |
| |
| |
| The Nominal Group Technique | |
| |
| |
| The Delphi Technique | |
| |
| |
| Social Loafing and the Stepladder Technique | |
| |
| |
| Creativity and Decision Making | |
| |
| |
| Characteristics of Creative Individuals | |
| |
| |
| Measuring Individual Creativity | |
| |
| |
| Steps in the Creative Process | |
| |
| |
| Enhancing Creativity | |
| |
| |
| Ethics in Decision Making | |
| |
| |
| |
| Group Dynamics | |
| |
| |
| The Nature of Groups | |
| |
| |
| Formal Versus Informal Groups | |
| |
| |
| Open Versus Closed Groups | |
| |
| |
| Reasons for Forming Groups | |
| |
| |
| Interpersonal Attraction | |
| |
| |
| Physical and Psychological Distance | |
| |
| |
| Similarity | |
| |
| |
| Stages in Group Development | |
| |
| |
| Impact of Group Properties on Performance | |
| |
| |
| The Mere Presence of Others | |
| |
| |
| Size | |
| |
| |
| Composition | |
| |
| |
| Roles | |
| |
| |
| Status | |
| |
| |
| Norms | |
| |
| |
| Cohesiveness | |
| |
| |
| |
| Managing Conflict | |
| |
| |
| Conflict | |
| |
| |
| Changing Views of Conflict | |
| |
| |
| Sources of Conflict | |
| |
| |
| Communication Factors | |
| |
| |
| Structural Factors | |
| |
| |
| Personal Behavior Factors | |
| |
| |
| Interpersonal Conflict | |
| |
| |
| Strategies for Reducing Conflict | |
| |
| |
| Superordinate Goals | |
| |
| |
| Structural Approaches | |
| |
| |
| Styles of Conflict Management | |
| |
| |
| Managing Intergroup Conflict | |
| |
| |
| Stimulating Conflict | |
| |
| |
| |
| Managing Stress and Employee Job Satisfaction | |
| |
| |
| Views of Job-Related Stress | |
| |
| |
| Causes of Stress | |
| |
| |
| Personal Factors | |
| |
| |
| Interpersonal Factors | |
| |
| |
| Organizational Factors | |
| |
| |
| Reactions to Stress | |
| |
| |
| Physical Problems | |
| |
| |
| Alcoholism and Drug Abuse | |
| |
| |
| Absenteeism, Turnover, and Dissatisfaction | |
| |
| |
| Workplace Violence | |
| |
| |
| Mass Psychogenic Illness | |
| |
| |
| Burnout--A Companion Problem | |
| |
| |
| Coping with Stress | |
| |
| |
| Flight or Fight | |
| |
| |
| Exercise | |
| |
| |
| Social Support | |
| |
| |
| Job Redesign | |
| |
| |
| Relaxation Techniques | |
| |
| |
| Time Management: A Practical Approach to Reducing Stress | |
| |
| |
| Employee Job Satisfaction | |
| |
| |
| The Importance of Job Satisfaction | |
| |
| |
| Sources of Job Satisfaction | |
| |
| |
| The Search for Trends in Job Satisfaction | |
| |
| |
| Consequences of Job Dissatisfaction | |
| |
| |
| Job Satisfaction and Productivity | |
| |
| |
| |
| Organizational Structure and Dynamics | |
| |
| |
| |
| Communication | |
| |
| |
| A Model of the Communication Process | |
| |
| |
| Types of Communication | |
| |
| |
| Communication Networks | |
| |
| |
| The Direction of Communication | |
| |
| |
| Downward Communication | |
| |
| |
| Upward Communication | |
| |
| |
| Horizontal Communication | |
| |
| |
| Communication Roles | |
| |
| |
| Gatekeepers | |
| |
| |
| Liaisons | |
| |
| |
| Isolates | |
| |
| |
| Cosmopolites | |
| |
| |
| Nonverbal Communication | |
| |
| |
| Dimensions on Nonverbal Communication | |
| |
| |
| Proxemics | |
| |
| |
| Spatial Arrangements | |
| |
| |
| Time | |
| |
| |
| Individual Barriers to Communication | |
| |
| |
| Differences in Status | |
| |
| |
| The Credibility of the Source | |
| |
| |
| Perceptual Biases | |
| |
| |
| Organizational Barriers to Communication | |
| |
| |
| Information Overload | |
| |
| |
| Time Pressures | |
| |
| |
| Organizational Climate | |
| |
| |
| Technology | |
| |
| |
| Informal Communication | |
| |
| |
| Improving Organizational Communication | |
| |
| |
| |
| Organizational Design and Environmental Influences | |
| |
| |
| Principles of Organizing | |
| |
| |
| Decentralization Versus Centralization | |
| |
| |
| Tall Versus Flat Structures | |
| |
| |
| Unity and Chain of Command | |
| |
| |
| A Look at Some Modern Organizational Designs | |
| |
| |
| Functional Design | |
| |
| |
| Product Design | |
| |
| |
| Hybrid Design | |
| |
| |
| Environmental Influences | |
| |
| |
| Dimensions of External Environments | |
| |
| |
| Managing the External Environment | |
| |
| |
| The Contingency View of Organizational Design | |
| |
| |
| Mechanistic and Organic Systems | |
| |
| |
| Woodward's Studies of Technology | |
| |
| |
| |
| Cultural Influences | |
| |
| |
| Organizational Culture | |
| |
| |
| Rituals and Stories | |
| |
| |
| The Measurement and Change of Organizational Culture | |
| |
| |
| The Creation and Maintenance of Organizational Culture | |
| |
| |
| A Framework for Understanding Organizational Culture | |
| |
| |
| Studies of Organizational Culture | |
| |
| |
| Cross-Cultural Studies | |
| |
| |
| Cultural Differences | |
| |
| |
| Dimensions of Cultural Differences | |
| |
| |
| Japanese Management | |
| |
| |
| Doing Business Overseas | |
| |
| |
| Cross-Cultural Training | |
| |
| |
| The Culture Assimilator | |
| |
| |
| Simulation | |
| |
| |
| |
| Managing Organizational Change and Development | |
| |
| |
| Sources of Change | |
| |
| |
| Organizational Growth and Decline | |
| |
| |
| Growth Through Creativity | |
| |
| |
| Growth Through Direction | |
| |
| |
| Growth Through Delegation | |
| |
| |
| Growth Through Coordination | |
| |
| |
| Continued Growth Through Collaboration | |
| |
| |
| Managing Organizational Decline | |
| |
| |
| Critical Determinants of Organizational Success and Failure | |
| |
| |
| Factors That Lead to Success | |
| |
| |
| Factors That Lead to Failure | |
| |
| |
| Organizational Development | |
| |
| |
| Phases in the OD Process | |
| |
| |
| Resistance to Change | |
| |
| |
| OD Techniques | |
| |
| |
| Conditions for the Successful Adoption of OD | |
| |
| |
| Does OD Work? | |
| |
| |
| OD in Perspective | |
| |
| |
| Glossary | |
| |
| |
| Notes | |
| |
| |
| Index | |