Designed for one-semester/quarter, undergraduate/graduate-level courses in Organizational Behavior, Organizational Psychology, and Human Relations in departments of management, public administration, psychology, social work, political science, and education. Used by over 600 colleges worldwide, this highly reputable text continues to provide the most comprehensive, reality- based review of organizational behavior of its kind. Fully engaging students with its lively, conversational style, it helps students explain and predict behavior in organizations - pivoting discussions around three levels of analysis: the individual, the group, and the organization system. It has been revised to reflect recent research developments and findings in business practice, and now offers the latest in technology with CD-ROM and Internet support.
Each Chapter Ends with "Summary and Implications for Managers".
I. INTRODUCTION 1. What Is Organizational Behavior?
What Managers Do. Enter Organizational Behavior. OB in the News-Building People Skills through an Executive Coach. Replacing Intuition with Systematic Study. Challenges and Opportunities for OB. Contributing Disciplines to the OB Field. There Are Few Absolutes in OB. There Are Few Absolutes in OB. Coming Attraction: Developing an OB Model.
II. THE INDIVIDUAL. 2. Foundations of Individual Behavior.
Biographical Characteristics. Ability. OB in the News: The Bell Curve Evidence. Personality. Learning.3. Perception and Individual Decision Making.
What Is Perception and Why Is It Important? Factors Influencing Perception. Person Perception: Making Judgments about Others. OB in the News Managers Explain What Has Helped and Hindered Their Advancement. The Link between Perception and Individual Decision Making. How Should Decisions Be Made? Improving Creativity in Decision Making. OB in the News- Creativity Killers. How Are Decisions Actually Made in Organizations? What About Ethic in Decision-Making?4. Values, Attitudes, and Job Satisfaction.
Values. OB in the News: Ford Uses Generational "Value Groups" to Help Develop Cars. Attitudes. Job Satisfaction.5. Basic Motivation Concepts.
What Is Motivation? Early Theories of Motivation. Contemporary Theories of Motivation. Integrating Contemporary Theories of Motivation. Caveat Emptor: Motivation Theories Are Culture-Bound.6. Motivation: From Concepts To Applications.
Management By Objectives. Employee Recognition Programs. Employee Involvement Programs. Variable Pay Programs. Skill-Based Pay Plans. Flexible Benefits. Special Issues in Motivation.
III. THE GROUP. 7. Foundations Of Group Behavior.
Defining and Classifying Groups. Stages of Group Development. Sociometry: Analyzing Group Interaction. Toward Explaining Work Group Behavior. External Condition Imposed on the Group. Group Member Resources. Group Structure. Group Processes. Group Tasks. Group Decision Making.8. Understanding Work Teams.
Why Have Teams Become So Popular? OB in the News: Teamwork in the Oil Fields. Teams vs. Groups: What's the Difference? Types Of Teams. Linking Teams and Group Concepts: Towards Creating High-Performance Teams. Turning Individuals into Team Players. Contemporary Issues in Managing Teams.9. Communication.
Functions Of Communication. The Communication Process. Communication Fundamentals. In Practice: Effective Employee Communication in Leading Companies Undergoing Dramatic Changes. Current Issues in Communication.10. Leadership.
What Is Leadership? Transition in Leadership Theories. Trait Theories. Behavioral Theories. Contingency Theories. Looking for Common Ground: What Does It All Mean? The Most Recent Approaches to Leadership. Contemporary Issues in Leadership.11. Power and Politics.
A Definition of Power. Contrasting Leadership and Power. Bases of Power. Dependency: The Key to Power. Identifying Where the Power Is. Power Tactics. Power in Groups: Coalitions. Sexual Harassment: Unequal Power in the Workplace. Politics: Power in Action.12. Conflict, Negotiation, and Intergroup Behavior.
A Definition of Conflict. Transitions in Conflict Thought. Functional vs. Dysfunctional Conflict. The Conflict Process. OB in the News- Spectrum Associates Purposely Builds Conflict into Its Structure. Negotiation. Intergroup Relations.
IV. THE ORGANIZATION SYSTEM. 13. Foundations of Organization Structure.
What Is Organizational Structure? Common Organizational Designs. OB in the News-Johnson & Johnson: It's Really 160 Companies! New Design Options. Why Do Structures Differ? Organizational Designs and Employee Behavior.14. Work Design.
Conceptual Frameworks for Analyzing Work Tasks. Technology and New Work Designs. Physical Working Conditions and Workspace Design. Work Redesign Options. Work Schedule Options. OB in the News: The Growing Popularity of Alternative Work Schedules.15. Human Resource Policies and Practices.
Selection Practices. Training and Development Programs. Performance Evaluation. OB in the News- Employees Dislike Reviews, Even When They're Favorable. The Union-Management Interface. International Human Resource Practices: Selected Issues. Managing Diversity in Organizations.16. Organizational Culture.
Institutionalization: A Forerunner of Culture. What Is Organizational Culture? What Does Culture Do? Creating and Sustaining Culture. How Employees Learn Culture.
V. ORGANIZATIONAL DYNAMICS. 17. Organizational Change and Stress Management.
Forces for Change. Managing Planned Change. What Can Change Agents Change? Resistance to Change. Approaches to Managing Organizational Change. Contemporary Change Issues for Today's Managers. OB in the News- The U.S. Army Is Becoming a Learning Organization. Work Stress and Its Management.Appendix A: The Historical Evolution of Organizational Behavior. Appendix B: Research in Organizational Behavior. Appendix C: Scoring Keys for "Learning about Yourself" Exercises. Appendix D: Part Ending Videocases: The Knitting Factory. End Notes E-1. Illustration Credits. Name Index. Organization Index. Glindex (Glossary and Index).