A Primer on Organizational Behavior, 7th Edition
, by Bowditch, James L.; Buono, Anthony F.; Stewart, Marcus M.- ISBN: 9780470086957 | 0470086955
- Cover: Paperback
- Copyright: 11/19/2007
Management and Organizational Behavior | p. 1 |
Learning About Organizational Behavior | p. 2 |
Ethics and Organizational Behavior | p. 3 |
A Historical Framework for the Study of Management and OB | p. 5 |
Early Management | p. 7 |
Classical Management | p. 8 |
Neoclassical Management and Organization Theory | p. 12 |
Modern Management and Organization Theory | p. 15 |
Societal Change and Organizational Behavior | p. 20 |
OB and Advanced Information and Manufacturing Technologies | p. 20 |
The Quality Movement | p. 25 |
Discontent, Cynicism, and Fear in the Workplace | p. 26 |
Sociodemographic Diversity in the Workplace | p. 29 |
Fads and Foibles in Management | p. 31 |
Conclusion | p. 32 |
Notes | p. 33 |
Perception, Attitudes, and Individual Differences | p. 41 |
Basic Internal Perceptual Organizing Patterns | p. 42 |
Gestalt Psychology | p. 42 |
External Factors in Perception | p. 44 |
Social and Interpersonal Perception | p. 45 |
Schemas and Scripts | p. 45 |
Perceptual Distortion | p. 46 |
Attribution Theory | p. 49 |
Perception and Individual Differences | p. 51 |
Personality | p. 52 |
Self-Concept | p. 54 |
Perception, Individual Differences, and Decision Making | p. 55 |
Attitudes and Attitude Formation | p. 57 |
Attitude Formation | p. 58 |
Attitude Change | p. 58 |
Emotional Intelligence | p. 61 |
Conclusion: The Social Context of Judgment and Choice | p. 62 |
Notes | p. 63 |
Motivation | p. 70 |
Managerial Assumptions about Human Nature | p. 70 |
Static-Content Theories of Motivation | p. 72 |
Maslow's Hierarchy of Needs | p. 72 |
Alderfer's ERG Theory | p. 74 |
McClelland's Theory of Socially Acquired Needs | p. 74 |
Needs and Goal Orientation | p. 75 |
Herzberg's Motivator-Hygiene Theory | p. 76 |
Managerial Application: Work Design and Job Enrichment | p. 78 |
Process Theories of Motivation | p. 81 |
Expectancy Theory | p. 82 |
Path-Goal Theory of Motivation | p. 84 |
Goal-Setting Theory | p. 84 |
Managerial Application: Management by Objectives | p. 86 |
Environmentally Based Theories of Motivation | p. 86 |
Operant Conditioning and Reinforcement Theory | p. 87 |
Managerial Application: Organizational Behavior Modification | p. 88 |
Punishment and Discipline | p. 89 |
Social Comparison Theory | p. 90 |
Intrinsic and Extrinsic Rewards and Motivation | p. 93 |
Managerial Application: Gainsharing | p. 94 |
Motivation and the Psychological Contract | p. 95 |
Organizational Commitment and the Psychological Contract | p. 96 |
Choosing an Appropriate Motivational Model | p. 98 |
Contrasting Motivation and Learning | p. 99 |
Conclusion | p. 99 |
Notes | p. 100 |
Communication | p. 112 |
The Communication Process | p. 112 |
Interpersonal Communication | p. 114 |
Communication Modes | p. 115 |
Barriers to Effective Communication | p. 120 |
Improving Interpersonal Communication | p. 122 |
Organizational Communication | p. 125 |
Knowledge Management | p. 125 |
Communication Networks | p. 128 |
Organizational Symbols and Rituals | p. 132 |
In-House Publications | p. 132 |
Communication Roles | p. 133 |
Media Richness and Communication Effectiveness | p. 135 |
Envisioning and Communicating Organizational Change | p. 138 |
Ethics in Organizational Communication | p. 139 |
Conclusion | p. 140 |
Notes | p. 140 |
Group Dynamics | p. 148 |
Types of Groups | p. 148 |
Primary and Secondary Groups | p. 149 |
Formal and Informal Groups | p. 149 |
Heterogeneous and Homogeneous Groups | p. 150 |
Interacting and Nominal Groups | p. 150 |
Permanent and Temporary Groups | p. 152 |
Basic Attributes of Groups | p. 152 |
Individual and Group Status | p. 153 |
Roles | p. 153 |
Norms | p. 155 |
Cohesiveness | p. 156 |
Group (Organizational) Commitment | p. 158 |
Groupthink | p. 158 |
Choice-Shift (Risky-Shift) Phenomenon | p. 160 |
Social Loafing | p. 161 |
Group Process and Development | p. 162 |
Group Development | p. 162 |
Group and Organizational Socialization | p. 165 |
Observation of Group Process | p. 167 |
Conclusion | p. 171 |
Notes | p. 172 |
Work Teams and Intergroup Relations: Managing Collaboration and Conflict | p. 179 |
Work Teams | p. 179 |
Managing Teams | p. 180 |
Teams and Social Identity Theory | p. 181 |
Trust Building and Teamwork | p. 182 |
Teams in Action | p. 183 |
Virtual Teams | p. 188 |
Team Conflict | p. 193 |
Intergroup Relations | p. 193 |
Group Interdependence | p. 194 |
Intergroup Conflict | p. 196 |
Conclusion: Implications for Managers | p. 200 |
Notes | p. 202 |
Leadership, Power, and the Manager | p. 208 |
Leadership and Power | p. 209 |
Power and Authority | p. 209 |
Types of Power | p. 210 |
The Need for Power in Managerial Performance | p. 211 |
Theories of Leadership | p. 212 |
Trait Theory | p. 212 |
Behavioral and Functional Theories | p. 214 |
Contingency Theories | p. 221 |
Attribution Theory | p. 228 |
Leader-Member Relations | p. 229 |
Leadership and Management | p. 230 |
Mintzberg's Managerial Role Set | p. 231 |
The Role of the General Manager | p. 232 |
Implications for Management and Leadership | p. 233 |
Substitutes for Leadership as Supervision | p. 234 |
Transformational Leadership and Organizational Change | p. 237 |
Gender, Power, and Leadership | p. 240 |
Leadership: A Synthesis | p. 241 |
Notes | p. 243 |
Macro-Organizational Behavior: The Organization's Environment | p. 251 |
Organizational Environment | p. 251 |
Defining Organizational Environment | p. 252 |
Environmental Change and Uncertainty | p. 256 |
Organization-Environment Relations | p. 261 |
Controlling the Environment | p. 261 |
The International Environment | p. 266 |
Globalization and Organizational Behavior | p. 267 |
Transferability of Management Practices | p. 269 |
Societal Culture and Management | p. 271 |
Conclusion | p. 274 |
Notes | p. 275 |
Organization Structure and Design | p. 282 |
Organizational Structure | p. 283 |
Complexity | p. 284 |
Formalization | p. 286 |
Centralization | p. 286 |
Key Organization Structure Challenges | p. 286 |
Determinants of Structure | p. 291 |
Organization Design | p. 297 |
Simple Structure | p. 298 |
The Functional Organization | p. 299 |
The Divisionalized Form | p. 301 |
Adhocracy | p. 301 |
Market-Based, Network Organizational Forms | p. 307 |
Conclusion | p. 312 |
Notes | p. 314 |
Organizational Culture and Effectiveness | p. 320 |
Organizational Culture | p. 320 |
Uniqueness of Organizational Cultures | p. 322 |
Objective and Subjective Organizational Culture | p. 323 |
Organizational Subcultures | p. 324 |
Summary | p. 325 |
Diagnosing Organizational Culture | p. 325 |
Culture Change in Organizations | p. 328 |
Culture as Sustained Competitive Advantage | p. 334 |
Ethical Considerations and Organizational Culture | p. 334 |
Organizational Climate | p. 335 |
Organizational Effectiveness | p. 336 |
One-Dimensional Views of Effectiveness | p. 336 |
Competing Values and Organizational Effectiveness | p. 339 |
Conclusion | p. 342 |
Notes | p. 342 |
Organization Development and Change | p. 348 |
Organization Development | p. 348 |
Laboratory Training | p. 349 |
Survey Research and Feedback | p. 349 |
Sociotechnical Systems | p. 352 |
The Nature of Organization Development | p. 353 |
Intervention Strategies and Change | p. 361 |
Managing Organization Change | p. 368 |
Changemakers | p. 369 |
Approaches to Organizational Change | p. 369 |
Enabling Large-Scale Organization Change | p. 371 |
Interventions and Organizational Politics | p. 372 |
Resistance, Support, and Coping with Change | p. 373 |
Organizational Downsizing, Retrenchment, and Resizing | p. 376 |
Conclusion | p. 379 |
Notes | p. 379 |
The Research Process in Organizational Behavior | p. 389 |
Statistical Analysis | p. 416 |
How to Read a Research-Oriented Journal Article | p. 430 |
Index | p. 453 |
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