Organizational behavior: concepts, controversies, and applications
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Englewood Cliffs, NJ u.a.
Prentice-Hall
1993
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| Ausgabe: | 6. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 753 S. Ill., graph. Darst. |
| ISBN: | 0136446671 |
Internformat
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Datensatz im Suchindex
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| adam_text | OVERVIEW
PARTI INTRODUCTION
1 What Is Organizational Behavior? 1
2 Toward Explaining and Predicting Behavior 31
3 Organizational Behavior in a Global Context 61
PART II THE INDIVIDUAL
4 Foundations of Individual Behavior 91
5 Perception and Individual Decision Making 133
6 Values, Attitudes, and Job Satisfaction 169
7 Basic Motivation Concepts 203
8 Motivation: From Concepts to Applications 247
PART III THE GROUP
9 Foundations of Group Behavior 283
10 Communication and Group Decision Making 325
11 Leadership 363
12 Power and Politics 405
13 Conflict, Negotiation, and Intergroup Behavior 443
PART IV THE ORGANIZATION SYSTEM
14 Foundations of Organization Structure 485
15 Organization Design 513
16 Human Resource Policies and Practices 559
17 Organizational Culture 599
18 Work Stress 633
PART V ORGANIZATIONAL DYNAMICS
19 Organizational Change and Development 661
APPENDICES
A The Historical Evolution of Organizational Behavior 699
B Scoring Keys for Exercises 709
Glossary 720
OVERVIEW vii
CONTENTS
Preface to the Student xxiii
PARTI INTRODUCTION
1 What Is Organizational Behavior? 1
What Managers Do 3
Management Functions 3 Management Roles 5 Management Skills 5
Effective vs. Successful Managerial Activities 6
A Review of the Manager s Job 7
Enter Organizational Behavior 7
¦ OB CLOSE UP: People Skills: A Primary Deficiency of Today s Business School
Graduates 8
Replacing Intuition with Systematic Study 8
Generalizations About Behavior 8
Consistency vs. Individual Differences 9
Challenges and Opportunities for OB in the 1990 s 10
Work Force Diversity 11
¦ OB CLOSE UP: Diversity: The Key to Getting and Keeping the Best Employees 11
Declining Loyalty 13
¦ ETHICAL ISSUES IN OB: Dealing with Ethical Issues in Organizational Behavior 14
Labor Shortages 15 Skill Deficiencies 15
The Bi Modal Work Force 15 Stimulating Innovation and Change 16
Contributing Disciplines to the OB Field 17
Psychology 17 Sociology 17 Social Psychology 18 Anthropology 19
Political Science 19
¦ OB CLOSE UP: Viewing a Common Event Through Dissimilar Eyes 20
There Are Few Absolutes in OB 20
FOR DISCUSSION 21
¦ POINT: OB is a Social Science 23
¦ COUNTERPOINT: Behavior Is Genetically Determined 24
EXERCISE 1 A: What Do You Know About Human Behavior? 25
CONTENTS ix
EXERCISE 1 B: Work Force Diversity Exercise 26
CASE INCIDENT 1: Rosenbluth Travel Inc. 27
FOR FURTHER READING 29
2 Toward Explaining and Predicting Behavior 31
Research in Organizational Behavior 33
Purpose of Research 34 Research Terminology 34
Evaluating Research 36 Research Design 37
¦ OB CLOSE UP: Is OB the Science of the College Sophomore ? 41
M ETHICAL ISSUES IN OB: Ethics in Research 42
Summary 43
Developing an OB Model 44
An Overview 44 The Dependent Variables 44
¦ WORK FORCE DIVERSITY: High Turnover Among Minorities and Women 46
The Independent Variables 47 Toward a Contingency OB Model 50
FOR DISCUSSION 52
¦ POINT: Employee Turnover Is Dysfunctional to an Organization 53
¦ COUNTERPOINT: Employee Turnover Can Be Functional 54
EXERCISE 2 A: The Memory Test 55
EXERCISE 2 B: Gender and Diversity 56
CASE INCIDENT 2: EVALUATING IN SEARCH OF EXCELLENCE 56
FOR FURTHER READING 58
3 Organizational Behavior in a Global Context 61
Welcome to the Global Village 63
Multinational Corporations 64 Regional Cooperative Arrangements 65
Facing the International Challenge 66
American Biases 67 Foreigners in America 68
¦ ETHICAL ISSUES IN OB: Cultural Relativism in Ethics 69
The Relevant Question: Are National Cultures Becoming More
Homogenous? 69
H WORK FORCE DIVERSITY: Work force Diversity Is a World wide Issue 70
Assessing Differences Between Countries 71
» OB CLOSE UP: Aren t Canadians Just Like Their Neighbors to the South? 72
The Kluckhohn Strodtbeck Framework 72 The Hofstede Framework 75
¦ OB CLOSE UP: What s It Really Like Working in Japan ? 78
The Reality of Culture Shock 78
Keeping OB in a Global Context 79
Summary 80
FOR DISCUSSION 80
¦ POINT: Cross Cultural Training Doesn t Work 82
¦ COUNTERPOINT: Cross Cultural Training Is Effective 83
EXERCISE 3 A: Learning About Cross Cultural Differences Through Analyzing
Prejudice 84
EXERCISE 3 B: Culture Shock: Welcome to Japan 85
CASE INCIDENT 3: General Electric in Hungary 86
FOR FURTHER READING 88
x CONTENTS
PART II THE INDIVIDUAL
4 Foundations of Individual Behavior 91
Biographical Characteristics 93
Age 93 Gender 95 Marital Status 95 Number of Dependents 96
Tenure 96
Ability 97
Intellectual Abilities 97 Physical Abilities 98 The Ability Job Fit 98
Personality 99
What Is Personality? 100 Personality Determinants 100
m OB CLOSE UP: New Evidence Emphasizes the Importance of Heredity 102
Personality Traits 102 Major Personality Attributes Influencing OB 104
m OB CLOSE UP: The MBTI: Using Personality Tests to Improve Communication
104
M OB IN A GLOBAL CONTEXT: Dominant Personality Attributes Should Vary Across
National Cultures 107
Matching Personalities and Jobs 108
Learning 110
A Definition of Learning 110 Theories of Learning 111
Shaping: A Managerial Tool 113
¦ ETHICAL ISSUES IN OB: Reinforcement and Ethical Behavior 117
Some Specific Organizational Applications 117
¦ OB CLOSE UP: Using Learning Concepts for Self Management 121
Implications for Performance and Satisfaction 120
Biographical Characteristics 120 Ability 121 Personality 122
Learning 122
FOR DISCUSSION 123
M POINT: The Value of Traits in Explaining Attitudes and Behavior 124
¦ COUNTERPOINT: The Limited Power of Traits in Organizations 125
EXERCISE 4 A: Who Controls Your Life? 126
EXERCISE 4 B: How Self Monitoring Are You? 126
CASE INCIDENT 4: Predicting Performance 127
FOR FURTHER READING 129
5 Perception and Individual Decision Making 133
What Is Perception and Why Is It Important? 135
Factors Influencing Perception 135
ThePerceiver 135 The Target 136 The Situation 138
Person Perception: Making Judgments About Others 138
Attribution Theory 139 Frequently Used Shortcuts in Judging Others 140
Specific Applications in Organizations 143
¦ WORK FORCE DIVERSITY: Challenging Stereotypes of Older Workers
and Women 144
The Link Between Perception and Individual Decision Making 146
The Optimizing Decision Making Model 146
Steps in the Optimizing Model 146
Assumptions of the Optimizing Model 149
Predictions from the Optimizing Model 151
¦ ETHICAL ISSUES IN OB: Codes of Ethics and Decision Rules 151
Alternative Decision Making Models 152
CONTENTS xi
The Satisficing Model 152 The Implicit Favorite Model 154
The Intuitive Model 156
¦ OB IN A GLOBAL CONTEXT: Decision Making in Different Countries 158
Implications for Performance and Satisfaction 158
Perception 158 Individual Decision Making 159
FOR DISCUSSION 160
¦ POINT: When Hiring Employees: Emphasize the Positive 161
¦ COUNTERPOINT: When Hiring Employees: Balance the Positive with
the Negative 162
EXERCISE 5 A: Knowing Oneself 163
EXERCISE 5 B: Decision Making Style Questionnaire 163
CASE INCIDENT 5: I Don t Make Decisions 164
FOR FURTHER READING 167
6 Values, Attitudes, and Job Satisfaction 169
Values 171
Importance of Values 172 Sources of Our Value Systems 172
Types of Values 173
Attitudes 177
Sources of Attitudes 177 Types of Attitudes 177
Attitudes and Consistency 178 Cognitive Dissonance Theory 179
m OB CLOSE UP: When Consistency Is Dysfunctional 181
Measuring the A B Relationship 181 An Application: Attitude Surveys 183
Job Satisfaction 184
Measuring Job Satisfaction 184
Job Satisfaction as a Dependent Variable 184
¦ OB CLOSE UP: Job Satisfaction in the Workplace Today 186
Job Satisfaction as an Independent Variable 187
¦ OB IN A GLOBAL CONTEXT: A Cross Cultural Look at Values and Job
Satisfaction 189
How Employees Can Express Dissatisfaction 189
¦ ETHICAL ISSUES IN OB: Dissatisfaction and Whistleblowing 191
Implications for Performance and Satisfaction 191
FOR DISCUSSION 192
¦ POINT: The Importance of High Job Satisfaction 193
¦ COUNTERPOINT: Job Satisfaction Has Been Overemphasized 194
EXERCISE 6 A: Prioritizing Your Values 195
EXERCISE 6 B: Work Attitude Exercise 195
CASE INCIDENT 6: How Workers Attitudes Shape Productivity and Quality at Two
GM Plants 196
FOR FURTHER READING 198
7 Basic Motivation Concepts 203
What Is Motivation? 205
Early Theories of Motivation 206
Hierarchy of Needs Theory 206 Theory X and Theory Y 208
Motivation Hygiene Theory 211
xii CONTENTS
Contemporary Theories of Motivation 211
ERG Theory 211 McClelland s Theory of Needs 212
Cognitive Evaluation Theory 214 Task Characteristics Theories 216
¦ ETHICAL ISSUES IN OB: Should Every Employee Have a Meaningful Job? 221
Goal Setting Theory 220 Reinforcement Theory 222 Equity Theory 223
¦ OB CLOSE UP: Most Professional Athletes Seem Very Equity Sensitive 226
Expectancy Theory 226 Don t Forget Ability and Opportunity 228
¦ OB CLOSE UP: Different Strokes For Different Folks 229
Integrating Contemporary Theories of Motivation 230
¦ OB IN A GLOBAL CONTEXT: Motivation Theories Are Culture Bound 232
Implications for Performance and Satisfaction 233
FOR DISCUSSION 234
¦ POINT: Money Motivates! 236
¦ COUNTERPOINT: Money Doesn t Motivate Most Employees Today! 237
EXERCISE 7 A: What Motivates You? 238
EXERCISE 7 B: How Equity Sensitive Are You? 238
CASE INCIDENT 7: Frank Pacetta Inspires Love and Fear 239
FOR FURTHER READING 241
8 Motivation: From Concepts to Applications 247
Management by Objectives 249
WhatisMBO? 249 Linking MBO and Goal Setting Theory 251
MBO in Practice 251
Behavior Modification 251
What Is OB Mod? 252 Linking OB Mod and Reinforcement Theory 252
OB Mod in Practice 252
Participative Management 254
What Is Participative Management? 254 Quality Circles 255
Linking Participation and Motivation Theories 255
Participative Management in Practice 256
Performance Based Compensation 257
What Is Performance Based Compensation? 257
¦ ETHICAL ISSUES IN OB: The Ethics of CEO Compensation 257
Linking Performance Based Compensation and Expectancy Theory 259
Performance Based Compensation in Practice 259
¦ OB IN A GLOBAL CONTEXT: Executive Pay Around the World 261
Flexible Benefits 260
What Are Flexible Benefits? 260
Linking Flexible Benefits and Expectancy Theory 260
Flexible Benefits in Practice 261
Comparable Worth 262
What Is Comparable Worth? 263
Comparable Worth and Equity Theory 263
Comparable Worth in Practice 264
Alternative Work Schedules 264
What Are Alternative Work Schedules? 265
¦ OB CLOSE UP: Telecommuting: The Ultimate Flextime? 267
Linking Alternative Work Schedules and Motivation Theories 266
Alternative Work Schedules in Practice 267
Job Redesign 267
Job Rotation 268 Job Enlargement 269 Job Enrichment 269
CONTENTS xiii
Self Managed Work Teams 270
¦ ISSUES IN WORK FORCE DIVERSITY: Motivating the Diversified Work Force 272
Implications for Performance and Satisfaction 271
FOR DISCUSSION 272
¦ POINT: The Case for Pay Secrecy 274
¦ COUNTERPOINT: Let s Make Pay Information Open to All! 275
EXERCISE 8 A: Improving Your Understanding of How to Motivate Others 276
EXERCISE 8 B: Goal Setting Task 277
CASE INCIDENT 8: The Volvo Experiment: Where Happy Workers Aren t Productive
Workers 277
FOR FURTHER READING 279
PART III THE GROUP
9 Foundations of Group Behavior 283
Defining and Classifying Groups 285
Why Do People Join Groups? 286
Security 286 Status 287 Self Esteem 287 Affiliation 287
Power 287 Goal Achievement 288
Stages of Group Development
The Five Stage Model 288 The Punctuated Equilibrium Model 289
Toward Explaining Work Group Behavior 291
External Conditions Imposed on the Group 292
Organization Strategy 292 Authority Structures 292
Formal Regulations 292 Organizational Resources 292
Personnel Selection Process 293
Performance Evaluation and Reward System 293
Organizational Culture 293 Physical Work Setting 293
Group Member Resources 294
Abilities 294 Personality Characteristics 294
Group Structure 295
Formal Leadership 295 Roles 295 Norms 299
¦ ETHICAL ISSUES IN OB: Should You Agree with Your Boss When You Don t? 303
Status 302 Size 305 Composition 306
¦ OB IN A GLOBAL CONTEXT: Social Loafing May Be a Culturally Bound
Phenomenon 307
Group Processes 309
Group Tasks 309
Should Management Seek Cohesive Work Groups? 310
Determinants of Cohesiveness 310
Effects of Cohesiveness on Group Productivity 312
Implications for Performance and Satisfaction 313
Performance 313 Satisfaction 314
FOR DISCUSSION 315
¦ POINT: Designing Jobs Around Groups 316
¦ COUNTERPOINT: Jobs Should Be Designed Around Individuals 317
EXERCISE 9 A: The Paper Tower Exercise 318
EXERCISE 9 B: The Term Paper Assessment Exercise 319
xiv CONTENTS
CASE INCIDENT 9: Games People Play in the Shipping Department 320
FOR FURTHER READING 322
10 Communication and Group Decision Making 325
Functions of Communication 328
The Communication Process 328
A Communication Model 328
¦ ETHICAL ISSUES IN OB: Is It Wrong to Tell a Lie? 330
Sources of Distortion 330 Communication Apprehension 331
Communication Fundamentals 331
Direction of Communication 331 Formal vs. Informal Networks 332
¦ OB CLOSE UP: Managers Can Make Office Gossip Work For Them 335
Nonverbal Communications 335 Choice of Communication Channel 336
Barriers to Effective Communication 337
¦ ISSUES IN WORK FORCE DIVERSITY: Communication Barriers Between Men and
Women 338
Key Communication Skills 340
Active Listening Skills 340 Feedback Skills 343
MOB IN A GLOBAL CONTEXT: Four Rules for Improving Cross Cultural
Communication 345
Group Decision Making 346
Groups vs. the Individual 346 Groupthink and Groupshift 348
Group Decision Making Techniques 350
Implications for Performance and Satisfaction 353
FOR DISCUSSION 354
¦ POINT: The Case for Improved Understanding 355
¦ COUNTERPOINT: The Case for Ambiguous Communication 356
EXERCISE 10 A: An Absence of Nonverbal Communication 357
EXERCISE 10 B: The Story Evaluation Exercise 358
CASE INCIDENT 10: Open Book Management 359
FOR FURTHER READING 360
11 Leadership 363
What Is Leadership? 365
¦ ETHICAL ISSUES IN OB: Ethical Standards Come from the Top Down 366
Transition in Leadership Theories 366
Trait Theories 367
Behavioral Theories 368
Ohio State Studies 368 University of Michigan Studies 369
The Managerial Grid 370 Summary of Behavioral Theories 371
¦ ISSUES IN WORK FORCE DIVERSITY: Gender: Do Males and Females Lead
Differently? 371
Contingency Theories 371
Fiedler Model 372 Hersey and Blanchard s Situational Theory 376
Leader Member Exchange Theory 378 Path Goal Theory 379
Leader Participation Model 381 Sometimes Leadership Is Irrelevant! 386
¦ OB IN A GLOBAL CONTEXT: National Culture as an Important Contingency
Variable 386
Looking for Common Ground: What Does It All Mean? 387
CONTENTS XV
Looking for Common Ground: What Does It All Mean? 387
The Most Recent Approaches to Leadership 388
Attribution Theory of Leadership 389 Charismatic Leadership Theory 389 ;
Transactional vs. Transformational Leadership 391
¦ OB CLOSE UP: All This Talk About Leader ship...But What About ¦
Followership? 393
Implications for Performance and Satisfaction 392
FOR DISCUSSION 394
¦ POINT: Leaders Make A Real Difference! 395
¦ COUNTERPOINT: Leaders Don t Make A Difference! 396
EXERCISE 11 A: The Pre Post Leadership Assessment Exercise 397
EXERCISE 11 B: Compute Your LPC Score 397
CASE INCIDENT 11: Developing Leaders at the Sembawang Group 398
FOR FURTHER READING 400
12 Power and Politics 405
A Definition of Power 407
Contrasting Leadership and Power 408
Bases and Sources of Power 408
Bases of Power 409
¦ ISSUES IN WORKFORCE DIVERSITY: Coercive Power and Sexual Harassment 410
Sources of Power 411 Summary 412
¦ ETHICAL ISSUES IN OB: Ethics in the Use of Power 413
Dependency: The Key to Power 413
The General Dependency Postulate 414
¦ OB CLOSE UP: Predictions About People with a High Need for Power 414
What Creates Dependency? 415
Power Tactics 418
Power in Groups: Coalitions 419
¦ OB IN A GLOBAL CONTEXT: The Role of Power in Different Countries 421
Politics: Power in Action 421
Definition 421 The Reality of Politics 422
¦ OB CLOSE UP: Politics Is in the Eye of the Beholder 423
Factors Contributing to Political Behavior 424
Impression Management 426 Defensive Behaviors 428
Implications for Performance and Satisfaction 430
FOR DISCUSSION 431
¦ POINT: It s a Political Jungle Out There! 432
¦ COUNTERPOINT: The Myth of the Corporate Political Jungle 433
EXERCISE 12 A: Power Orientation Test 434
EXERCISE 12 B: How Political Are You? 435
CASE INCIDENT 12: Damned If You Do; Damned If You Don t 436
FOR FURTHER READING 439
13 Conflict, Negotiation, and Intergroup Behavior 443
A Definition of Conflict 445
Transitions in Conflict Thought 445
The Traditional View 445 The Human Relations View 446 The
Interactionist View 446
xvi CONTENTS
¦ ETHICAL ISSUES IN OB: Is Stimulating Conflict Unethical? 447
The Conflict Process 448
Stage I: Potential Opposition or Incompatibility 448
Stage II: Cognition and Personalization 450
¦ ISSUES IN WORK FORCE DIVERSITY: Using Diversity to Create Functional
Conflict 450
Stage III: Intentions 451 Stage IV: Behavior 453
Stage V: Outcomes 454
¦ OB CLOSE UP: How to Create Functional Conflict 456
Negotiation 457
Bargaining Strategies 457 Negotiator Opponent Interaction 460
The Role of Personality Traits on Negotiation 461
Third Party Negotiations 462
¦ OB IN A GLOBAL CONTEXT: Cultural Differences in Negotiation 463
Intergroup Relations 464
Factors Affecting Intergroup Relations 464
Methods for Managing Intergroup Relations 467
Summary 470
Implications for Performance and Satisfaction 471
FOR DISCUSSION 472
¦ POINT: Conflict Is Good for an Organization 473
¦ COUNTERPOINT: All Conflicts Are Dysfunctional! 474
EXERCISE 13 A: What Is Your Primary Conflict Handling Intention? 475
EXERCISE 13 B: Negotiating a Contract Settlement 475
CASE INCIDENT 13: Tip Says No Way 480
FOR FURTHER READING 482
PART IV THE ORGANIZATION SYSTEM
14 Foundations of Organization Structure 485
What Is Structure? 487
Complexity 487 Formalization 488 Centralization 489
Basic Organizational Concepts 489
Division of Labor 489 Unity of Command 491
Authority and Responsibility 491
¦ ETHICAL ISSUES IN OB: Should You Follow Orders with Which You Don t
Agree? 495
Span of Control 495 Departmentalization 497
Structural Variables and Organizational Behavior 500
Division of Labor 500 Unity of Command 501
Authority and Responsibility 501 Span of Control 502
Departmentalization 502
Are Organizational Structures Real or in People s Minds? 503
¦ OB IN A GLOBAL CONTEXT: National Differences and Organization Structure 503
Implications for Performance and Satisfaction 504
FOR DISCUSSION 505
¦ POINT: Tomorrow s Organizations Will Be Like Large Symphony Orchestras 506
¦ COUNTERPOINT: The Future Still Belongs to the Pyramid! 507
EXERCISE 14 A: Division of Labor Exercises 508
CONTENTS xvii
EXERCISE 14 B: Authority Figures 509
CASE INCIDENT 14: Celestial Seasonings 509
FOR FURTHER READING 511
15 Organization Design 513
Mechanistic vs. Organic Structures 515
Why Do Structures Differ? 515
Strategy 516 Organization Size 518 Technology 519
Environment 523
¦ OB IN A GLOBAL CONTEXT: National Culture Is Part of the Environment 527
Power Control 528 Applying the Contingency Factors 529
¦ OB CLOSE UP: Computers and Organization Design 530
Mintzberg s Five Design Configurations 531
Common Elements in Organizations 531 The Simple Structure 532
The Machine Bureaucracy 533 The Professional Bureaucracy 535
¦ ISSUE IN WORK FORCE DIVERSITY: The Feminine Model of Organization 535
The Divisional Structure 538 TheAdhocracy 539
The Matrix Structure 542
Combining Functions and Products 542 Strengths and Weaknesses 543
Organizations in Motion: Growth vs. Decline 543
The Growth Bias 544 Pressures Toward Retrenchment 545
Effects on Employees 545
¦ ETHICAL ISSUES IN OB: Firing People During Retrenchment 546
Implications for Performance and Satisfaction 547
FOR DISCUSSION 549
¦ POINT: Management Can Control Its Environment 550
¦ COUNTERPOINT: The Environment Controls Management 551
EXERCISE 15 A: Bureaucratic Orientation Test 552
EXERCISE 15 B: Analyzing North American Football 553
CASE INCIDENT 15: Honda Goes Against the Trend 554
FOR FURTHER READING 556
16 Human Resources Policies and Practices 559
Selection Practices 561
Job Analysis 561 Selection Devices 562
Training and Development Programs 564
Skill Categories 564
Training Methods 565
¦ ETHICAL ISSUES IN OB: Ethics Training: Smoke or Substance? 566
Career Development 565
B ISSUES IN WORK FORCE DIVERSITY: Diversity Training 569
Performance Evaluation 572
Purposes of Performance Evaluation 572
Performance Evaluation and Motivation 573 What Do We Evaluate? 573
Who Should Do the Evaluating? 574
Methods of Performance Evaluation 575 Potential Problems 577
Overcoming the Problems 579 Providing Performance Feedback 580
Reward Systems 581
¦ OB IN A GLOBAL CONTEXT: A Look at Selected International Human Resource
Issues 584
xviii CONTENTS
The Union Management Interface 583
Implications for Performance and Satisfaction 586
Selection Practices 586 Training and Development Programs 586
Performance Evaluation 587 Reward Systems 587 Union Management
Interface 587
FOR DISCUSSION 588
¦ POINT: Capitalism, Control, and the De Skilling of Labor 589
¦ COUNTERPOINT: The Myth of De Skilling in Capitalistic Societies 590
EXERCISE 16 A: Career Assessment Test 591
EXERCISE 16 B: Evaluating Performance and Providing Feedback 593
CASE INCIDENT 16: Is the Honeymoon Over at Flat Rock? 596
FOR FURTHER READING 596
17 Organizational Culture 599
Institutionalization: A Forerunner of Culture 601
What is Organizational Culture? 601
A Definition 602 Cultural Typologies 602
Culture Is a Descriptive Term 605
Do Organizations Have Uniform Cultures? 605 Strong vs.
Weak Cultures 606 Culture vs. Formalization 607
¦ ETHICAL ISSUES IN OB: Cultural Factors That Breed Unethical Behavior 607
What Does Culture Do? 608
Culture s Functions 608 Culture as a Liability 608
Creating and Sustaining Culture 609
How a Culture Begins 609 Keeping a Culture Alive 610
¦ ISSUES IN WORK FORCE DIVERSITY: The Paradox of Diversity 615
Summary: How Cultures Form 614
How Employees Learn Culture 615
Stories 615 Rituals 616 Material Symbols 617 Language 617
¦ OB IN A GLOBAL CONTEXT: Organizational Culture vs. National Culture 618
Organizational Culture in Action 618
The Walt Disney Co. 619 MCI 620 Time Warner 620
Implications for Performance and Satisfaction 621
FOR DISCUSSION 622
¦ POINT: The Case Against Cultural Change 624
¦ COUNTERPOINT: How to Change an Organization s Culture 625
EXERCISE 17 A: What Kind of Organizational Culture Fits You Best? 626
EXERCISE 17 B: Rate Your Classroom Culture 626
CASE INCIDENT 17: The Nordstrom Culture 627
FOR FURTHER READING 629
18 Work Stress 633
What Is Stress? 635
Is Work Stress Widespread? 636
¦ OB CLOSE UP: Rating Occupations by Stress 637
Understanding Stress and Its Consequences 637
Potential Sources of Stress 638
Environmental Factors 638 Organizational Factors 640
CONTENTS xix
¦ ETHICAL ISSUES IN OB: Monitoring Employee Performance by Telephone or
Computer 641
Individual Factors 641 Stressors Are Additive 642
Individual Differences 642
Perception 642 Job Experience 642 Social Support 643
Belief in Locus of Control 643 Hostility 644
Stress Consequences 644
Physiological Symptoms 645 Psychological Symptoms 645
Behavioral Symptoms 645
¦ OB CLOSE UP: Job Burnout: The Malady of Our Age? 647
Stress Management Strategies 646
Individual Approaches 647 Organizational Approaches 648
¦ OB IN A GLOBAL CONTEXT: Work Stress Is a World Wide Phenomenon 650
Implications for Performance and Satisfaction 651
FOR DISCUSSION 651
M POINT: Employee Stress Isn t a Management Problem! 653
¦ COUNTERPOINT: Stress Creates Real Costs to Organization 654
EXERCISE 18A: The Social Readjustment Rating Scale 655
EXERCISE 18 B: The Type A Type B Group Exercise 656
CASE INCIDENT 18: Stress and Long Work Hours in Japan 656
FOR FURTHER READING 658
PARTV ORGANIZATIONAL DYNAMICS
19 Organizational Change and Development 661
Forces for Change 663
Nature of the Work Force 663 Technology 664 Economic Shocks 665
Social Trends 666 World Politics 666 Competition 667
Managing Planned Change 667
What Can Change Agents Change? 669
Changing Structure 669 Changing Technology 669
Changing People 670
¦ OB CLOSE UP: Changing Attitudes Through Persuasive Messages 671
Resistance to Change 670
Individual Resistance 672 Organizational Resistance 673
Overcoming Resistance to Change 674
¦ OB IN A GLOBAL CONTEXT: An International Look at Organizational Change 676
Approaches to Managing Organizational Change 676
Lewin s Three Step Model 676 Action Research 678
Focus for Change in the 1990s 679
Innovation 679 Empowerment 681
¦ ISSUES IN WORKFORCE DIVERSITY: Empowering Minorities at Avon 684
Organizational Development: The Road to Empowerment 685
OD Values 685 OD Interventions 685
¦ ETHICAL ISSUES IN OB: The Ethics of Control 689
Implications for Performance and Satisfaction 689
FOR DISCUSSION 690
¦ POINT: Change Is an Episodic Activity 691
XX CONTENTS
¦ COUNTERPOINT: Change Is an Ongoing Activity 692
EXERCISE 19 A: Managing in a Turbulent World Tolerance Test 693
EXERCISE 19 B: The Beacon Aircraft Co. 694
CASE INCIDENT 19: Leadership Development at Pacific Bell 695
FOR FURTHER READING 697
Appendix A: The Historical Evolution of Organizational
Behavior 699
Appendix B: Scoring Keys for Exercises 709
Glossary 720
Name Index 729
Organization Index 738
Subject Index 740
CONTENTS xxi
|
| any_adam_object | 1 |
| author | Robbins, Stephen P. 1943- |
| author_GND | (DE-588)124203973 |
| author_facet | Robbins, Stephen P. 1943- |
| author_role | aut |
| author_sort | Robbins, Stephen P. 1943- |
| author_variant | s p r sp spr |
| building | Verbundindex |
| bvnumber | BV008178824 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7 |
| callnumber-search | HD58.7 |
| callnumber-sort | HD 258.7 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 342 |
| ctrlnum | (OCoLC)25631134 (DE-599)BVBBV008178824 |
| dewey-full | 302.3/5 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 302 - Social interaction |
| dewey-raw | 302.3/5 |
| dewey-search | 302.3/5 |
| dewey-sort | 3302.3 15 |
| dewey-tens | 300 - Social sciences |
| discipline | Soziologie Wirtschaftswissenschaften |
| edition | 6. ed. |
| format | Book |
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| id | DE-604.BV008178824 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:15:52Z |
| institution | BVB |
| isbn | 0136446671 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-005397382 |
| oclc_num | 25631134 |
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| physical | XXVII, 753 S. Ill., graph. Darst. |
| publishDate | 1993 |
| publishDateSearch | 1993 |
| publishDateSort | 1993 |
| publisher | Prentice-Hall |
| record_format | marc |
| spelling | Robbins, Stephen P. 1943- Verfasser (DE-588)124203973 aut Organizational behavior concepts, controversies, and applications Stephen P. Robbins 6. ed. Englewood Cliffs, NJ u.a. Prentice-Hall 1993 XXVII, 753 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Comportement organisationnel Comportement organisationnel ram Organisatiegedrag gtt Organizational behavior Führung (DE-588)4018776-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Unternehmen (DE-588)4061963-1 s Führung (DE-588)4018776-7 s Organisationsverhalten (DE-588)4285859-8 s 2\p DE-604 Organisation (DE-588)4043774-7 s 3\p DE-604 Organisationspsychologie (DE-588)4043786-3 s 4\p DE-604 Organisationssoziologie (DE-588)4043788-7 s 5\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005397382&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Robbins, Stephen P. 1943- Organizational behavior concepts, controversies, and applications Comportement organisationnel Comportement organisationnel ram Organisatiegedrag gtt Organizational behavior Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisation (DE-588)4043774-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4285859-8 (DE-588)4043774-7 (DE-588)4043786-3 (DE-588)4043788-7 (DE-588)4061963-1 (DE-588)4123623-3 |
| title | Organizational behavior concepts, controversies, and applications |
| title_auth | Organizational behavior concepts, controversies, and applications |
| title_exact_search | Organizational behavior concepts, controversies, and applications |
| title_full | Organizational behavior concepts, controversies, and applications Stephen P. Robbins |
| title_fullStr | Organizational behavior concepts, controversies, and applications Stephen P. Robbins |
| title_full_unstemmed | Organizational behavior concepts, controversies, and applications Stephen P. Robbins |
| title_short | Organizational behavior |
| title_sort | organizational behavior concepts controversies and applications |
| title_sub | concepts, controversies, and applications |
| topic | Comportement organisationnel Comportement organisationnel ram Organisatiegedrag gtt Organizational behavior Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisation (DE-588)4043774-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Comportement organisationnel Organisatiegedrag Organizational behavior Führung Organisationsverhalten Organisation Organisationspsychologie Organisationssoziologie Unternehmen Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005397382&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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