| |
| |
| List of Figures, Tables and Boxes | |
| |
| |
| Acknowledgements | |
| |
| |
| |
| Introduction: The Psychology of Work Groups and Organizations | |
| |
| |
| Introduction | |
| |
| |
| Group dynamics | |
| |
| |
| The larger organization | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| |
| Group Processes and Outcomes | |
| |
| |
| |
| Performance and Decision-Making in Work Groups | |
| |
| |
| Introduction | |
| |
| |
| Definition and types of work groups | |
| |
| |
| Individual versus group performance | |
| |
| |
| Decision-making in groups | |
| |
| |
| Work group effectiveness in organizational contexts | |
| |
| |
| Some practical implications for groups at work | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| |
| Conflict and Negotiation in Groups at Work | |
| |
| |
| Introduction | |
| |
| |
| The conflict process | |
| |
| |
| Conflict and work group effectiveness | |
| |
| |
| Conflict management and negotiation in the workplace | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| |
| Group Creativity and Innovation | |
| |
| |
| Introduction | |
| |
| |
| The concepts of innovation and creativity | |
| |
| |
| Factors affecting organizational creativity and innovation | |
| |
| |
| Creativity-enhancement techniques | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| Part II The Larger Organization | |
| |
| |
| |
| The Concept of Organizational Culture | |
| |
| |
| Introduction | |
| |
| |
| What is organizational culture? | |
| |
| |
| The manifestation of culture at various levels of awareness | |
| |
| |
| The elements of organizational culture | |
| |
| |
| The use of qualitative and quantitative methods | |
| |
| |
| The relationship between organizational culture and organizational climate | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| |
| Leadership and Organizational Culture | |
| |
| |
| Introduction | |
| |
| |
| Schein's theoretical account of organizational culture and leadership | |
| |
| |
| Trice and Beyer's approach to cultural leadership | |
| |
| |
| Transformational leadership and organizational culture | |
| |
| |
| Leadership and national culture | |
| |
| |
| Leadership, organizational culture and performance | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| |
| Organizational Culture and Performance | |
| |
| |
| Introduction | |
| |
| |
| The strong culture hypothesis | |
| |
| |
| Dimensions of culture related to performance | |
| |
| |
| Some early models | |
| |
| |
| Denison's theory of organizational culture and effectiveness | |
| |
| |
| The centrality of humanistic and achievement orientations | |
| |
| |
| The contingency approach to the culture-performance link | |
| |
| |
| Person-organization fit and organizational performance | |
| |
| |
| Some final considerations | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| |
| Organizational Change | |
| |
| |
| Introduction | |
| |
| |
| The targets and context of organizational change | |
| |
| |
| Factors associated with organizational change | |
| |
| |
| Organizational change strategies | |
| |
| |
| Reactions to change | |
| |
| |
| Summary | |
| |
| |
| Questions | |
| |
| |
| Author Index | |
| |
| |
| Subject Index | |