A Primer on Organizational Behavior, 5th Edition,9780471384533

A Primer on Organizational Behavior, 5th Edition

by ;
Edition: 5th
ISBN13: 9780471384533
ISBN10: 0471384534
Format: Paperback
Pub. Date: 2001-01-01
Publisher(s): Wiley
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Summary

This book introduces the reader to terms and concepts that are necessary to understand OB and their application to modern organizations. It also offers sufficient grounding in the field that enables the reader to read scholarly publications such as HR, CMR, and AMJ. This edition features new discussions on Virtual Teams and Virtual Organizations, and will emphasize the growing role and influence on technology.

Table of Contents

Management and Organizational Behavior
1(34)
Learning about Organizational Behavior
2(1)
Ethics and Organizational Behavior
3(17)
A Historical Framework for the Study of Management and OB
5(1)
Pre-Scientific Management
5(2)
Classical Management
7(4)
Neoclassical Management and Organization Theory
11(3)
Modern Management and Organization Theory
14(6)
Societal Change and Organizational Behavior
20(7)
OB and Advanced Information and Manufacturing Technologies
20(3)
The Quality Movement
23(1)
Discontent and Cynicism in the Workplace
24(2)
Sociodemographic Diversity in the Workplace
26(1)
Fads and Foibles in Management
27(1)
Conclusion
28(1)
Notes
28(7)
Perception, Attitudes, and Individual Differences
35(28)
Basic Internal Perceptual Organizing Patterns
36(2)
Gestalt Psychology
36(2)
External Factors in Perception
38(1)
Social and Interpersonal Perception
39(5)
Schemas and Scripts
39(1)
Perceptual Distortion
40(2)
Attribution Theory
42(2)
Perception and Individual Differences
44(7)
Personality
45(3)
Self-Concept
48(1)
An Information-Processing Approach to Social Perception
49(1)
Perception, Individual Differences, and Decision Making
50(1)
Attitudes and Attitude Formation
51(3)
Attitude Change
52(2)
Emotional Intelligence
54(2)
Conclusion: The Social Context of Judgment and Choice
56(1)
Notes
57(6)
Motivation
63(38)
Managerial Assumptions about Human Nature
63(2)
Static-Content Theories of Motivation
65(8)
Maslow's Hierarchy of Needs
65(2)
Alderfer's ERG Theory
67(1)
McClelland's Theory of Socially Acquired Needs
67(1)
Herzberg's Motivator-Hygiene Theory
68(2)
Managerial Application: Work Design and Job Enrichment
70(3)
Process Theories of Motivation
73(5)
Expectancy Theory
73(2)
Path-Goal Theory of Motivation
75(1)
Goal-Setting Theory
76(1)
Managerial Application: Management by Objectives
77(1)
Environmentally Based Theories of Motivation
78(6)
Operant Conditioning and Reinforcement Theory
79(1)
Managerial Application: Organizational Behavior Modification
80(1)
Social Comparison Theory
81(3)
Intrinsic and Extrinsic Rewards and Motivation
84(2)
Managerial Application: Gainsharing
85(1)
Motivation and the Psychological Contract
86(3)
Organizational Commitment and the Psychological Contract
87(2)
Choosing an Appropriate Motivational Model
89(2)
Notes
91(10)
Communication
101(30)
The Communication Process
101(2)
Interpersonal Communication
103(9)
Communication Modes
103(4)
Barriers to Effective Communication
107(2)
Improving Interpersonal Communication
109(3)
Organizational Communication
112(11)
Knowledge Management
112(2)
Communication Networks
114(3)
Organizational Symbols and Rituals
117(1)
House Organs
118(1)
Communication Roles
118(3)
Media Richness and Communication Effectiveness
121(2)
Envisioning and Communicating Organizational Change
123(1)
Ethics in Organizational Communication
124(1)
Conclusion
125(1)
Notes
125(6)
Group Dynamics
131(29)
Types of Groups
131(4)
Primary and Secondary Groups
132(1)
Formal and Informal Groups
132(1)
Heterogeneous and Homogeneous Groups
133(1)
Interacting and Nominal Groups
133(2)
Permanent and Temporary Groups
135(1)
Basic Attributes of Groups
135(8)
Individual and Group Status
135(1)
Roles
136(1)
Norms
137(1)
Cohesiveness
138(2)
Group (Organizational) Commitment
140(1)
Groupthink
140(2)
Choice-Shift (Risky-Shift) Phenomenon
142(1)
Social Loafing
142(1)
Group Process and Development
143(11)
Group Development
143(3)
Group and Organizational Socialization
146(4)
Observation of Group Process
150(4)
Conclusion
154(1)
Notes
154(6)
Work Teams and Intergroup Relations: Managing Collaboration and Conflict
160(24)
Work Teams
160(11)
Managing Teams
161(1)
Teams and Social Identity Theory
162(1)
Trust Building and Teamwork
163(1)
Teams in Action
164(5)
Virtual Teams
169(2)
Intergroup Relations
171(8)
Group Interdependence
172(1)
Intergroup Conflict
173(6)
Conclusion: Implications for Managers
179(1)
Notes
180(4)
Leadership, Power, and the Manager
184(37)
Leadership and Power
184(3)
Power and Authority
185(1)
Types of Power
185(1)
The Need for Power in Managerial Performance
186(1)
Theories of Leadership
187(16)
Trait Theory
188(2)
Behavioral and Functional Theories
190(5)
Contingency Theories
195(7)
Attribution Theory
202(1)
Leader-Member Relations
203(1)
Leadership and Management
203(11)
Mintzberg's Managerial Role Set
204(1)
The Role of the General Manager
205(1)
Implications for Management and Leadership
206(2)
Substitutes for Leadership as Supervision
208(3)
Transformational Leadership and Organizational Change
211(2)
Gender, Power, and Leadership
213(1)
Leadership: A Synthesis
214(1)
Notes
215(6)
Macro-Organizational Behavior: The Organization's Environment
221(30)
Organizational Environment
221(9)
Defining Organizational Environment
222(4)
Environmental Change and Uncertainty
226(4)
Organizational Environment Relations
230(6)
Controlling the Environment
230(6)
The International Environment
236(8)
Globalization and Organizational Behavior
237(1)
Transferability of Management Practices
238(2)
Culture and Management
240(4)
Conclusion
244(1)
Notes
245(6)
Organization Structure and Design
251(34)
Organizational Structure
252(13)
Complexity
252(2)
Formalization
254(1)
Centralization
255(1)
Key Organization Structure Challenges
255(4)
Determinants of Structure
259(6)
Organization Design
265(13)
Simple Structure
267(1)
The Functional Organizational
268(1)
The Divisionalized Form
269(1)
Adhocracy
270(4)
Market-Based, Network Organizational Forms
274(4)
Conclusion
278(2)
Notes
280(5)
Organizational Culture and Effectiveness
285(27)
Organizational Culture
285(17)
Uniqueness of Organizational Cultures
287(1)
Objective and Subjective Organizational Culture
287(2)
Organizational Subcultures
289(1)
Summary
290(1)
Diagnosing Organizational Culture
290(2)
Culture Change in Organizations
292(6)
Ethical Considerations and Organizational Culture
298(1)
Organizational Climate
299(1)
Organizational Identity
300(2)
Organizational Effectiveness
302(5)
One-Dimensional Views of Effectiveness
303(2)
Competing Values and Organizational Effectiveness
305(2)
Conclusion
307(1)
Notes
307(5)
Organization Development and Change
312(33)
Organization Development
312(19)
Laboratory Training
312(1)
Survey Research and Feedback
313(2)
Sociotechnical Systems
315(2)
The Nature of Organization Development
317(7)
Intervention Strategies
324(7)
Managing Large-Scale Organizational Change
331(6)
Enabling Change
331(1)
Interventions and Organizational Politics
332(1)
Resistance, Support, and Coping with Change
333(2)
Organizational Downsizing and Retrenchment
335(2)
Conclusion
337(1)
Notes
338(7)
Appendix A The Research Process in Organizational Behavior 345(27)
Appendix B Statistical Analysis 372(13)
Appendix C How to Read a Research-Oriented Journal Article 385(24)
Indexes 409

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