Organizational Behavior: Human Behavior at Work

Cover
Contents
PART ONE FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR
	Chapter 1 The Dynamics of People and Organizations
		CHAPTER OBJECTIVES
		Understanding Organizational Behavior
			Definition
			Goals
			Forces
			Positive Characteristics of the Organizational Behavior Field
		Fundamental Concepts
			The Nature of People
			The Nature of Organizations
		Basic Approaches of This Book
			A Human Resources (Supportive) Approach
			A Contingency Approach
			A Results-Oriented Approach
			A Systems Approach
		Limitations of Organizational Behavior
			Behavioral Bias
			The Law of Diminishing Returns
			Unethical Manipulation of People
		Continuing Challenges
			Seeking Quick Fixes
			Varying Environments
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: The Transferred Sales Representative
		Experiential Exercise: Ethics in Organizational Behavior
		Generating OB Insights
		WHAT MANAGERS ARE READING 7,
		ADVICE TO FUTURE MANAGERS
	Chapter 2 Models of Organizational Behavior
		CHAPTER OBJECTIVES
		An Organizational Behavior System
			Elements of the System
		Models of Organizational Behavior
			The Autocratic Model
			The Custodial Model
			The Supportive Model
			The Collegial Model
			The System Model
			Conclusions about the Models
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: The New Plant Manager
		Experiential Exercise: The Rapid Corporation
		Generating OB Insights
		WHAT MANAGERS ARE READING 32,
		AN ETHICAL ISSUE
		MANAGING ACROSS NATIONAL BOUNDARIES
		ADVICE TO FUTURE MANAGERS
	Chapter 3 Managing Communications
		CHAPTER OBJECTIVES
		Communication Fundamentals
			The Importance of Communication
			The Two-Way Communication Process
			Potential Problems
			Communication Barriers
			Communication Symbols
			The Impact of Barriers on the Communication Process
		Downward Communication
			Prerequisites and Problems
			Communication Needs
		Upward Communication
			Difficulties
			Upward Communication Practices
		Other Forms of Communication
			Lateral Communication
			Electronic Communication
		Informal Communication
			Features of the Grapevine
			Rumor
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: A Breakdown in Communications
		Experiential Exercise: Communication Style
		Generating OB Insights
		WHAT MANAGERS ARE READING
		GLOBAL COMMUNICATION PRACTICES
		AN ETHICAL QUESTION
		DIVERSITY IN COMMUNICATIONS
		ADVICE TO FUTURE MANAGERS
	Chapter 4 Social Systems and Organizational Culture
		CHAPTER OBJECTIVES
		Understanding a Social System
			Social Equilibrium
			Functional and Dysfunctional Effects
			Psychological and Economic Contracts
		Social Culture
			Cultural Diversity
			Social Culture Values
		Role
			Role Perceptions
			Mentors
			Role Conflict
			Role Ambiguity
		Status
			Status Relationships
			Status Symbols
			Sources of Status
			Significance of Status
		Organizational Culture
			Characteristics of Cultures
			Measuring Organizational Culture
			Communicating and Changing Culture
		Fun Workplaces
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Liberty Construction Company
		Experiential Exercise: Role Perceptions of Students and Instructors
		Generating OB Insights
		AN ETHICS QUESTION
		WHAT MANAGERS ARE READING
		ADVICE TO FUTURE MANAGERS
PART TWO MOTIVATION AND REWARD SYSTEMS
	Chapter 5 Motivation
		CHAPTER OBJECTIVES
		A Model of Motivation
		Motivational Drives
			Achievement Motivation
			Affiliation Motivation
			Power Motivation
			Managerial Application of the Drives
		Human Needs
			Types of Needs
			Maslow’s Hierarchy of Needs
			Herzberg’s Two-Factor Model
			Alderfer’s E-R-G Model
			Comparison of the Maslow, Herzberg, and Alderfer Models
		Behavior Modification
			Law of Effect
			Alternative Consequences
			Schedules of Reinforcement
			Interpreting Behavior Modification
		Goal Setting
			Elements of Goal Setting
		The Expectancy Model
			The Three Factors
			How the Model Works
			Interpreting the Expectancy Model
		The Equity Model
			Interpreting the Equity Model
		Interpreting Motivational Models
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Role-Play: The Downsized Firm
		Incident: The Piano Builder
		Experiential Exercise: Are Grades Motivators?
		Generating OB Insights
		WHAT MANAGERS ARE READING
		TEMPORARYWORKERS: ANOTHER FORM OF DIVERSITY
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
	Chapter 6 Appraising and Rewarding Performance
		CHAPTER OBJECTIVES
		A Complete Program
		Money as a Means of Rewarding Employees
			Application of the Motivational Models
			Additional Considerations in the Use of Money
		Organizational Behavior and Performance Appraisal
			Appraisal Philosophy
			The Appraisal Interview
			Performance Feedback
		Economic Incentive Systems
			Purposes and Types
			Incentives Linking Pay with Performance
			Wage Incentives
			Profit Sharing
			Gain Sharing
			Skill-Based Pay
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Plaza Grocery
		Experiential Exercise: Performance Appraisal/Reward Philosophy
		Generating OB Insights
		WHAT MANAGERS ARE READING
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
PART THREE LEADERSHIP AND EMPOWERMENT
	Chapter 7 Leadership
		CHAPTER OBJECTIVES
		The Nature of Leadership
			Management and Leadership
			Traits of Effective Leaders
		Leadership Behavior
			Situational Flexibility
			Followership
		Behavioral Approaches to Leadership Style
			Positive and Negative Leaders
			Autocratic, Consultative, and Participative Leaders
			Leader Use of Consideration and Structure
			Blake and Mouton’s Managerial Grid
		Contingency Approaches to Leadership Style
			Fiedler’s Contingency Model
			Hersey and Blanchard’s Situational Leadership Model
			Path-Goal Model of Leadership
			Vroom’s Decision-Making Model
		Emerging Approaches to Leadership
			Substitutes and Enhancers for Leadership
			Self-Leadership and Superleadership
			Coaching
			Other Approaches
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: The Work Assignment
		Experiential Exercise: Application of Leadership Models
		Generating OB Insights
		AN ETHICS QUESTION
		WHAT MANAGERS ARE READING
		ADVICE TO FUTURE MANAGERS
	Chapter 8 Empowerment and Participation
		CHAPTER OBJECTIVES
		The Nature of Empowerment and Participation
			What Is Empowerment?
			What Is Participation?
			Why Is Participation Popular?
			Benefits of Participation
		How Participation Works
			The Participative Process
			The Impact on Managerial Power
			Prerequisites for Participation
			Contingency Factors
		Programs for Participation
			Suggestion Programs
			Quality Emphasis
			Self-Managing Teams
			Employee Ownership Plans
		Important Considerations in Participation
			Limitations of Participation
			Managerial Concern about Participation
			Concluding Thoughts
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Joe Adams
		Experiential Exercise: Empowerment through Participation
		Generating OB Insights
		WHAT MANAGERS ARE READING
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
PART FOUR INDIVIDUAL AND INTERPERSONAL BEHAVIOR
	Chapter 9 Employee Attitudes and Their Effects
		CHAPTER OBJECTIVES
		The Nature of Employee Attitudes
			Job Satisfaction
			Job Involvement
			Organizational Commitment
			Work Moods
		Effects of Employee Attitudes
			Employee Performance
			Turnover
			Absences and Tardiness
			Theft
			Violence
			Other Effects
		Studying Job Satisfaction
			Benefits of Job Satisfaction Studies
			Ideal Survey Conditions
			Use of Existing Job Satisfaction Information
		Survey Design and Follow-up
			Types of Survey Questions
			Critical Issues
			Using Survey Information
		Changing Employee Attitudes
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Barry Niland
		Experiential Exercise: Attitudes in the Classroom
		Generating OB Insights
		WHAT MANAGERS ARE READING
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
	Chapter 10 Issues between Organizations and Individuals
		CHAPTER OBJECTIVES
		Areas of Legitimate Organizational Influence
			A Model of Legitimacy of Organizational Influence
			Off-the-Job Conduct
		Rights of Privacy
			Policy Guidelines Relating to Privacy
			Surveillance Devices
			Honesty Testing
			Treatment of Alcoholism
			Drug Abuse
			Genetic Testing
			Discrimination
		Discipline
		Quality of Work Life
			A Rationale
			Job Enlargement versus Job Enrichment
			Applying Job Enrichment
			Core Dimensions: A Job Characteristics Approach
			Enrichment Increases Motivation
			Social Cues Affect Perceptions
			Contingency Factors Affecting Enrichment
		The Individual’s Responsibilities to the Organization
			Organizational Citizenship
			Dues-Paying
			Blowing the Whistle on Unethical Behavior
			Mutual Trust
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Two Accounting Clerks
		Experiential Exercise: The Enriched Student
		Generating OB Insights
		WHAT MANAGERS ARE READING
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
	Chapter 11 Interpersonal Behavior
		CHAPTER OBJECTIVES
		Conflict in Organizations
			The Nature of Conflict
			Levels of Conflict
			Sources of Conflict
			Effects of Conflict
			A Model of Conflict
		Assertive Behavior
			Interpersonal Orientations
			Facilitating Smooth Relations
			Stroking
		Power and Politics
			Types of Power
			Effects of Power Bases
			Organizational Politics
			Influence and Political Power
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: The Angry Airline Passenger
		Experiential Exercise: Assessing Political Strategies
		Generating OB Insights
		WHAT MANAGERS ARE READING
		A DIVERSITY OF PREFERENCES
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
		PART FIVE GROUP BEHAVIOR
	Chapter 12 Informal and Formal Groups
		CHAPTER OBJECTIVES
		Group Dynamics
			Types of Groups
		The Nature of Informal Organizations
			Comparison of Informal and Formal Organizations
			How Does the Informal Organization Emerge?
		Member Status and Informal Leaders
			Benefits of Informal Organizations
			Problems Associated with Informal Organizations
			Monitoring Informal Organizations
			Influencing Informal Organizations
		Formal Groups
			Committees
			Systems Factors to Consider
			Structured Approaches
			Potential Outcomes of Formal Group Processes
			Consensus: A Key Issue in Decision-Making Groups
			Weaknesses of Committees
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Excelsior Department Store
		Experiential Exercise: Choosing Your Leader
		Generating OB Insights
		WHAT MANAGERS ARE READING
		AN ETHICS QUESTION
		THE NEED FOR DIVERSITY IN GROUPS
		ADVICE TO FUTURE MANAGERS
	Chapter 13 Teams and Team Building
		CHAPTER OBJECTIVES
		Organizational Context for Teams
			Classical Concepts
			Matrix Organization
		Teamwork
			Life Cycle of a Team
			Ingredients of Effective Teams
			Potential Team Problems
		Team Building
			The Need for Team Building
			The Process
			Specific Team-Building Issues
			Skills Useful in Team Building
			Characteristics of Mature Teams
			Individual Territories versus Team Spaces
			Self-Managing Teams
			Virtual Teams
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Conflict in the Division
		Experiential Exercise: Readiness for Self-Managing Teams
		Experiential Exercise: Team Building
		Generating OB Insights
		WHAT MANAGERS ARE READING
		ETHICAL DILEMMAS WITHIN TEAMS
		ADVICE TO FUTURE MANAGERS
PART SIX CHANGE AND ITS EFFECTS
	Chapter 14 Managing Change
		CHAPTER OBJECTIVES
		Change at Work
			The Nature of Change
			Responses to Change
			Costs and Benefits
		Resistance to Change
			Nature and Effects
			Reasons for Resistance
			Types of Resistance
			Possible Benefits of Resistance
		Implementing Change Successfully
			Transformational Leadership and Change
			Three Stages in Change
			Manipulating the Forces
			Building Support for Change
		Understanding Organization Development
			Foundations of OD
			Characteristics of Organization Development
			The Organization Development Process
			Benefits and Limitations of OD
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: The New Sales Procedures
		Experiential Exercise: The Industrial Engineering Change
		Experiential Exercise: Applying Force-Field Analysis
		Generating OB Insights
		EFFECTS OF A DIVERSEWORKFORCE ON CHANGE
		AN ETHICS QUESTION
		WHAT MANAGERS ARE READING
		ADVICE TO FUTURE MANAGERS
	Chapter 15 Stress and Counseling
		CHAPTER OBJECTIVES
		Employee Stress
			What Stress Is
			Extreme Products of Stress
			Causes of Stress
			Job-Related Causes of Stress
			Frustration
			Stress and Job Performance
			Stress Vulnerability
			Approaches to Stress Management
		Employee Counseling
			What Counseling Is
			Need for Counseling
			What Counseling Can Do
			The Manager’s Counseling Role
		Types of Counseling
			Directive Counseling
			Nondirective Counseling
			Participative Counseling
			A Contingency View
		SUMMARY
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Unit Electronics Company
		Experiential Exercise: Assessment of Stress-Related Behaviors
		Generating OB Insights
		WHAT MANAGERS ARE READING
		AN ETHICS QUESTION
		ADVICE TO FUTURE MANAGERS
PART SEVEN EMERGING ASPECTS OF ORGANIZATIONAL BEHAVIOR
	Chapter 16 Organizational Behavior across Cultures
		CHAPTER OBJECTIVES
		Terms and Concepts for Review
		Discussion Questions
		Assess Your Own Skills
		Incident: Conflict in the Division
		Experiential Exercise: Readiness for Self-Managing Teams
		Experiential Exercise: Team Building
		Generating OB Insights
		WHAT MANAGERS ARE READING
		ETHICAL DILEMMAS WITHIN TEAMS
		ADVICE TO FUTURE MANAGERS
PART EIGHT CASE PROBLEMS
	INTRODUCTION
	1 The Virtual Environment Work Team
	2 The Teaching Hospital
	3 Creative Toys Company
	4 Eastern International Food Service Corporation
	5 Goodman Company
	6 Falcon Computer
	7 Consolidated Life
	8 Video Electronics Company
	9 Elite Electric Company
	10 The Patterson Operation
	11 TRW—Oilwell Cable Division
Glossary
Appendix: Personal Development Plan
References
Name Index
Subject Index