دسترسی نامحدود
برای کاربرانی که ثبت نام کرده اند
دانلود کتاب Organizational Behavior and Management
دانلود کتاب رفتار و مدیریت سازمانی
مشخصات کتاب
Organizational Behavior and Management
ویرایش: 9
نویسندگان: John Ivancevich. Robert Konopaske
سری:
ISBN (شابک) : 0073530506, 9780073530505
ناشر: McGraw-Hill Education
سال نشر: 2010
تعداد صفحات: 672
زبان: English
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود)
حجم فایل: 21 مگابایت
قیمت کتاب (تومان) : 45,000
در صورت تبدیل فایل کتاب Organizational Behavior and Management به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.
توجه داشته باشید کتاب رفتار و مدیریت سازمانی نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.
توضیحاتی در مورد کتاب رفتار و مدیریت سازمانی
هدف نویسندگان از نوشتن رفتار و مدیریت سازمانی 9e بهبود توانایی دانش‌آموزان برای درک، تفسیر و پیش‌بینی رفتار افراد شاغل در سازمان‌ها است. این کتاب متن، تمرین‌های خودآموز، تمرین‌های مشارکت گروهی و موارد را به روشی یکپارچه برای تقویت یادگیری و حفظ مفاهیم و مهارت‌های رفتار سازمانی ترکیب می‌کند. یک پایگاه تحقیقاتی محکم و یک ضمیمه در مورد تکنیک های تحقیق، این کتاب را برای دوره تحصیلات تکمیلی مناسب می کند.
توضیحاتی درمورد کتاب به خارجی
The authors’ goal in writing Organizational Behavior and Management 9e is to improve students’ ability to understand, interpret, and predict the behavior of people working in organizations. The book combines text, self-learning exercises, group participation exercises, and cases in an integrated way designed to enhance learning and retention of organizational behavior concepts and skills. A solid research base and an appendix on research techniques make this book suitable for a graduate studies course.
فهرست مطالب
Title Contents PART ONE THE FIELD OF ORGANIZATIONAL BEHAVIOR 1 Introduction to Organizational Behavior Environmental Forces Reshaping Management Practice The Origins of Management The Importance of Studying Organizational Behavior Leaders and Organizational Behavior The Hawthorne Studies Framing the Study of Organizational Behavior The Organization’s Environment The Individual in the Organization Group Behavior and Interpersonal Influence Organizational Processes Communication Process Decision-Making Process Leadership Process Organizational Structure Organizational Change and Innovation Processes Effectiveness in Organizations Systems Theory and the Time Dimension of Effectiveness Time-Based Criteria Summary of Key Points Review and Discussion Questions Exercise Case 2 Organizational Culture Culture and Societal Value Systems Organizational Culture Organizational Culture Defined Organizational Culture and Its Effects Creating Organizational Culture Influencing Culture Change Sustaining the Culture Anticipatory Socialization Accommodation Role Management Characteristics of Effective Socialization Mentoring Cultural Diversity Spirituality and Culture Summary of Key Points Review and Discussion Questions Exercises Case PART TWO UNDERSTANDING AND MANAGING INDIVIDUAL BEHAVIOR 3 Individual Differences and Work Behavior Why Individual Differences Are Important The Basis for Understanding Work Behavior Individual Differences Influencing Work Behavior Heredity Factors Abilities and Skills Attitudes Personality Personality and Behavior in Organizations Summary of Key Points Review and Discussion Questions Exercise Case 4 Perceptions, Attributions, and Emotions The Perceptual Process Perceptual Grouping Stereotyping Selective and Divided Attention Halo Effect Similar-to-Me Errors Situational Factors Needs and Perceptions Attribution Theory Impression Management An Interpersonal Process A Model and Impression Management in Practice Emotions Examining Emotions Primary Emotions Expressions Body Language: Mimicking Facial Feedback Emotional Labor Emotional Intelligence An Elusive Construct Goleman’s Theory of Emotional Intelligence The Salovey and Mayer Theme Success in Careers The Next Generation of EI Summary of Key Points Review and Discussion Questions Exercises Case 5 Motivation The Starting Point: The Individual Content Approaches Maslow’s Need Hierarchy Alderfer’s ERG Theory Herzberg’s Two-Factor Theory McClelland’s Learned Needs Theory A Synopsis of the Four Content Theories Process Approaches Expectancy Theory Equity Theory Change Procedures to Restore Equity Research on Equity Goal Setting Goal-Setting Research Motivation and the Psychological Contract Reviewing Motivation Summary of Key Points Review and Discussion Questions Exercise Case 6 Job Design, Work, and Motivation Job Design and Quality of Work Life A Conceptual Model of Job Design Job Performance Outcomes Objective Outcomes Personal Behavior Outcomes Intrinsic and Extrinsic Outcomes Job Satisfaction Outcomes Job Analysis Job Content Job Requirements Job Context Job Analysis in Different Settings Job Designs: The Results of Job Analysis Range and Depth Job Relationships The Way People Perceive Their Jobs Job Characteristics Individual Differences Social Setting Differences Designing Job Range: Job Rotation and Job Enlargement Job Rotation Job Enlargement Designing Job Depth: Job Enrichment Self-Managed Teams Alternative Work Arrangements Job Embeddedness and Job Design Total Quality Management and Job Design Summary of Key Points Review and Discussion Questions Exercise Case 7 Evaluation, Feedback, and Rewards Evaluation of Performance Purposes of Evaluation Focus of Evaluation Improving Evaluations Performance Evaluation Feedback Purpose of Evaluation Feedback A Feedback Model Multisource Feedback: A 360-Degree Approach Reinforcement Theory Reinforcement Punishment Extinction Reinforcement Schedules A Model of Individual Rewards Intrinsic and Extrinsic Rewards Rewards Interact Administering Rewards Rewards Affect Organizational Concerns Turnover and Absenteeism Job Performance Organizational Commitment Innovative Reward Systems Skill-Based Pay Broadbanding Concierge Services Team-Based Rewards Part-Time Benefits Gain-Sharing Employee Stock Ownership Plans Line of Sight: The Key Issue Summary of Key Points Review and Discussion Questions Exercises Case 8 Managing Misbehavior The Management of Misbehavior The Emergence in Management of the Study of Misbehavior Antecedents Mediators Outcomes Costs Management Interventions Selected Misbehaviors Sexual Harassment Aggression and Violence Bullying Incivility Fraud Substance Abuse at Work Cyberslacking Sabotage Theft Privacy E-Mail Privacy The Organizational Threshold Testing Policy Summary of Key Points Review and Discussion Questions Case 9 Managing Individual Stress What Is Stress? Stress Model Work Stressors: Individual, Group, and Organizational Individual Stressors Group, Organizational, and Nonwork Stressors Cognitive Appraisal Coping with Stress Stress Outcomes Individual Outcomes Organizational Consequences Stress Moderators Personality Type A Behavior Pattern Social Support Stress Prevention and Management Maximizing Person–Environment Fit Organizational Stress Prevention and Management Programs Summary of Key Points Review and Discussion Questions Exercise Case PART THREE GROUP BEHAVIOR AND INTERPERSONAL INFLUENCE 10 Groups and Teams The Nature of Groups An Integrated Model of Group Formation and Development Types of Groups Formal Groups Informal Groups Why People Form Groups Stages of Group Development Forming Storming Norming Performing Adjourning Characteristics of Groups Composition Status Hierarchy Roles Norms Leadership Cohesiveness End Results Teams Types of Teams Team Effectiveness Summary of Key Points Review and Discussion Questions Exercises Case 11 Managing Conflict and Negotiations A Contemporary Perspective on Intergroup Conflict Functional Conflict Dysfunctional Conflict Conflict and Organizational Performance Stages of Conflict What Causes Intergroup Conflict? Work Interdependence Goal Differences Perceptual Differences The Consequences of Dysfunctional Intergroup Conflict Changes within Groups Changes between Groups Managing Intergroup Conflict through Resolution Dominating Accommodating Problem Solving Avoiding Compromising Stimulating Constructive Intergroup Conflict Bringing Outside Individuals into the Group Altering the Organization’s Structure Stimulating Competition Using Programmed Conflict Negotiations Win–Lose Negotiating Win–Win Negotiating Negotiation Tactics Increasing Negotiation Effectiveness Using Third-Party Negotiations Team Building Negotiating Globally Improving Negotiations Summary of Key Points Review and Discussion Questions Exercises Case 12 Power, Politics, and Empowerment The Concept of Power Where Does Power Come From? Interpersonal Power Structural Power Empowerment Interdepartmental Power Coping with Uncertainty Centrality Substitutability The Illusion of Power Political Strategies and Tactics Research on Politics Playing Politics Game Playing Political Influence Tactics Impression Management Ethics, Power, and Politics Using Power to Manage Effectively Summary of Key Points Review and Discussion Questions Exercises Case PART FOUR ORGANIZATIONAL PROCESSES 13 Communication The Importance of Communication The Communication Process How Communication Works The Elements of Communication Nonverbal Messages Communicating within Organizations Downward Communication Upward Communication Horizontal Communication Diagonal Communication Communicating Externally Information Richness How Technology Affects Communication Internet/Intranet/Extranet Electronic Mail, Messaging, and Social Networking Smart Phones Voice Mail Videoconferencing, Teleconferencing, and e-Meetings/ Collaboration Interpersonal Communication Multicultural Communication Words Space Time Barriers to Effective Communication Frame of Reference Selective Listening Value Judgments Source Credibility Filtering In-Group Language Status Differences Time Pressures Communication Overload Improving Communication in Organizations Following Up Regulating Information Flow Utilizing Feedback Empathy Repetition Encouraging Mutual Trust Effective Timing Simplifying Language Using the Grapevine Promoting Ethical Communications Competitive Intelligence Summary of Key Points Review and Discussion Questions Exercise Case 14 Decision Making Types of Decisions A Rational Decision-Making Process Establishing Specific Goals and Objectives and Measuring Results Problem Identification and Definition Establishing Priorities Consideration of Causes Development of Alternative Solutions Evaluation of Alternative Solutions Solution Selection Implementation Follow-Up Alternatives to Rational Decision Making Administrative Decision Making Intuitive Decision Making Behavioral Influences on Decision Making Values Propensity for Risk Potential for Dissonance Escalation of Commitment Group Decision Making Individual versus Group Decision Making Creativity in Group Decision Making Techniques for Stimulating Creativity Summary of Key Points Review and Discussion Questions Exercises Case 15 Leadership What Is Leadership? Is Leadership Important? Trait Approaches Behavioral Approaches Job-Centered and Employee-Centered Leadership Initiating Structure and Consideration Why Trait and Behavioral Approaches Fall Short Situational Approaches Fiedler’s Contingency Leadership Model Vroom-Jago Leadership Model Path–Goal Leadership Model Hersey-Blanchard Situational Leadership Theory Comparing the Situational Approaches Other Perspectives, Concepts, and Issues of Leadership Charismatic Leadership Transactional and Transformational Leadership Coaching Servant Leadership Multicultural Leadership Cross-Cultural Research Substitutes for Leadership Summary of Key Points Review and Discussion Questions Exercises Case PART FIVE ORGANIZATIONAL DESIGN, CHANGE, AND INNOVATION 16 Organizational Structure and Design Designing an Organizational Structure Division of Labor Delegation of Authority Reasons to Decentralize Authority Reasons to Centralize Authority Decision Guidelines Departmental Bases Functional Departmentalization Geographic Departmentalization Product Departmentalization Customer Departmentalization The Matrix Model Span of Control Required Contact Degree of Specialization Ability to Communicate Dimensions of Structure Formalization Centralization Complexity Organizational Design Models The Mechanistic Model The Organic Model Multinational Structure and Design Virtual Organizations The Realities of Virtual Organizations Boundaryless Organizations Summary of Key Points Review and Discussion Questions Exercise Case 17 Managing Organizational Change and Innovation Alternative Change Management Approaches Managing Change through Power Managing Change through Reason Managing Change through Reeducation Learning Principles in Change Management Change Agents: Forms of Intervention External Change Agents Internal Change Agents External–Internal Change Agents Resistance to Change Individual Resistance Organizational Resistance Strategies for Overcoming Resistance to Change A Model for Managing Organizational Change Forces for Change External Forces Internal Forces Diagnosis of a Problem Selection of Appropriate Methods Structural Approaches Task and Technological Approaches People Approaches Multifaceted Approaches Appreciative Inquiry Impediments and Limiting Conditions Leadership Climate Formal Organization Organizational Culture Implementing the Method Evaluating Program Effectiveness How Effective Are Change Interventions? Guidelines for Managing Change Summary of Key Points Review and Discussion Questions Exercise Case Appendix A: Quantitative and Qualitative Research Techniques for Studying Organizational Behavior and Management Practice Glossary Endnotes Indexes
