Organizational Behavior: Core Concepts

Tittle
Contents
1 Organizational Behavior:Why People Matter to Organizations
	Managers Get Results with and through Others
		A Skills Profile for Managers
		Importance of Ethical Behavior
		The Global Context: Cultural Differences
		Twenty-first-Century Managers
	Roots of Organizational Behavior as a Discipline
		Disciplines of Organizational Behavior
		Historical Roots: The Human Relations Movement
		Total Quality Management
		Contingency Approach to Management
	New Directions in OB
		The Age of Human and Social Capital
		Positive Organizational Behavior
		The Internet Revolution and OB
PART ONE MANAGING INDIVIDUALS IN ORGANIZATIONS
	2 Perception and Diversity: Why Viewpoints Differ
		A Social Information Processing Model of Perception
		Stage 1: Selective Attention/Comprehension
		Stage 2: Encoding and Simplification
		Stage 3: Storage and Retention
		Stage 4: Retrieval and Response
			Cultural Influences: Perceptions of Time
			Managerial Implications
		Causal Attributions
			Kelley’s Model of Attribution
			Attributional Tendencies
		Defining and Managing Diversity
			Affirmative Action and Managing Diversity
			Diversity in the Workforce
		Organizational Practices That Effectively Manage Diversity
			Barriers and Challenges
			Diversity Initiatives
	3 Individual Differences: What Makes Employees Unique
		From Self-Concept to Self-Management
			Self-Esteem
			Self-Efficacy
			Self-Monitoring
			Self-Management: A Social Learning Model
		Personality Dynamics
			The Big Five Personality Dimensions
			Locus of Control: Self or Environment?
			Attitudes
			Intelligence and Cognitive Abilities
		Organizational Behavior Gets Emotional
			Positive and Negative Emotions
			Moods Are Contagious
			Emotional Labor
			Emotional Intelligence
	4 Motivation in Theory: What Makes Employees Try Harder
		Content Theories of Motivation
			Maslow’s Need Hierarchy Theory
			Alderfer’s ERG Theory
			McClelland’s Need Theory
			Herzberg’s Motivator-Hygiene Theory
		Process Theories of Motivation
			Equity Theory
			Expectancy Theory
			Motivation through Goal Setting
		Motivating Employees through Job Design
			Mechanistic Approach
			Motivational Approaches
		Biological and Perceptual-Motor Approaches
		Putting Motivational Theories to Work
	5 Motivation in Practice: How to Bring Out the Best in People
		Goal Setting
			Types of Goals
			Management by Objectives
			Goal-Setting Process
		Feedback
			Functions of Feedback
			Recipients of Feedback
			Nontraditional Feedback: Upward and 360 Degrees
		Organizational Reward Systems
			Reward Systems
			Intrinsic Rewards
			Extrinsic Rewards
		Positive Reinforcement
			Contingent Consequences
			Schedules of Reinforcement
			Behavior Shaping
PART TWO MANAGING GROUPS AND MAKING DECISIONS IN ORGANIZATIONS
	6 Groups and Teamwork: How Groups Work and How to Lead Them
		Fundamentals of Group Behavior
			Formal and Informal Groups
			Group Development
			Group Member Roles
			Norms
		Teams, Trust, and Teamwork
			Teams: More Than Just a Group
			Developing Teamwork Competencies
			Trust: A Key Ingredient of Teamwork
			Self-Managed Teams
			Virtual Teams
		Threats to Group and Team Effectiveness
			Groupthink
			Social Loafing
	7 Decision Making: How Individuals and Groups Arrive at Decisions
		Models of Decision Making
			The Rational Model
			Simon’s Normative Model
		Dynamics of Decision Making
			Improving Decision Making through Effective Knowledge Management
			General Decision-Making Styles
			Escalation of Commitment
			Creativity
		Group Decision Making
			Group Involvement in Decision Making
			Advantages and Disadvantages of Group-Aided Decision Making
			Participative Management
			Group Problem-Solving Techniques
	8 Conflict and Negotiation:Why Conflict Arises and What to Do about It
		A Modern View of Conflict
			A Conflict Continuum
			Functional versus Dysfunctional Conflict
			Antecedents of Conflict
			Why People Avoid Conflict
			Desired Outcomes of Conflict
		Major Forms of Conflict
			Personality Conflicts
			Intergroup Conflict
			Cross-Cultural Conflict
		Managing Conflict
			Programming Functional Conflict
			Alternative Styles for Handling Dysfunctional Conflict
			Third-Party Interventions: Alternative Dispute Resolution
		Negotiating
			Basic Types of Negotiation
			Added-Value Negotiation
			Applying Negotiation Skills: How to Negotiate Your Pay and Benefits
PART THREE MANAGING PROCESSES OF ORGANIZATIONS
	9 Communication: How to Get Messages Across—Online and Off
		Dimensions of the Communication Process
			A Perceptual Process Model of Communication
			Communication Distortion between Managers and Employees
		Interpersonal Communication
			Assertiveness, Aggressiveness, and Nonassertiveness
			Sources of Nonverbal Communication
			Active Listening
			Communication Styles of Women and Men
		Communication in the Computerized Information Age
			Internet, Intranets, and Extranets
			Electronic Mail and Instant Messaging
			Blogs
			Videoconferencing
			Group Support Systems
			Telecommuting
		Barriers to Effective Communication
			Process Barriers
			Personal Barriers
			Cultural Barriers: High- and Low-Context Cultures
			Physical Barriers
			Semantic Barriers
	10 Power and Politics: How People Influence One Another
		Influencing Others
			Generic Influence Tactics
			Influence Outcomes
			Practical Research Insights
			Strategic Alliances and Reciprocity
		Social Power and Empowerment
			Bases of Power
			Practical Lessons from Research
			Employee Empowerment
		Organizational Politics and Impression Management
			Definition and Domain of Organizational Politics
			Impression Management
			Keeping Organizational Politics in Check
	11 Leadership: What Makes an Effective Leader
		What Does Leadership Involve?
		Trait and Behavioral Theories of Leadership
			Trait Theory
			Behavioral Styles Theory
		Situational Theories
			Fiedler’s Contingency Model
			Path–Goal Theory
		The Full-Range Model of Leadership: From Transactional to Transformational Leadership
			How Transformational Leadership Transforms Followers
			Research and Managerial Implications
		Additional Perspectives on Leadership
			International Leadership: Lessons from the GLOBE Project
			The Leader–Member Exchange Model of Leadership
			Shared Leadership
			Servant-Leadership
			Level 5 Leadership
PART FOUR MEETING ORGANIZATIONAL CHALLENGES
	12 Organizational Culture: How Organizations Create and Transmit a Culture
		Organizational Culture: Definition and Context
		Dynamics of Organizational Culture
			Layers of Organizational Culture
			Functions of Organizational Culture
			Types of Organizational Culture
			Outcomes Associated with Organizational Culture
			How Cultures Are Embedded in Organizations
		The Organizational Socialization Process
			Phases of Organizational Socialization
			Practical Application of Socialization Research
		Embedding Organizational Culture through Mentoring
			Functions of Mentoring
			Developmental Networks That Underlie Mentoring
			Personal and Organizational Implications
	13 Organizational Design: How a Structure Connects Employees and Tasks
		Organizations: Definition and Dimensions
			What Is an Organization?
			Organization Charts: Dimensions of an Organization’s Structure
		Organizational Metaphors
			Needed: Open-System Thinking
			Organizations as Military/Mechanical Bureaucracies
			Organizations as Biological Systems
			Organizations as Cognitive Systems
		Striving for Organizational Effectiveness
			Generic Effectiveness Criteria
			Mixing Effectiveness Criteria: Practical Guidelines
		The Contingency Approach to Designing Organizations
			Mechanistic versus Organic Organizations
			New-Style versus Old-Style Organizations
			Virtual Organizations
	14 Change and Learning Organizations: How to Thrive in a Turbulent World
		Forces of Change
			External Forces
			Internal Forces
		Models of Planned Change
			Lewin’s Change Model
			A Systems Model of Change
			Steps for Leading Organizational Change
			Organization Development
		Resistance to Change
			Why Employees Resist Change
			Strategies for Overcoming Resistance to Change
		Creating a Learning Organization
			Organizational Learning and Learning Organizations
			Building an Organization’s Learning Capability
			Leadership: Foundation of a Learning Organization
			Unlearning the Organization
End Notes
Glossary
Index