Organizational Behavior and Management

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