Management and organizational behavior essentials:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Wiley
1996
|
| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 321 S. graph. Darst. |
| ISBN: | 0471133086 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | PARTI INTRODUCTION CHAPTER 1 Management and Organizational Behavior 1
CHAPTER 2 The Environment of Organizations 15
CHAPTER 3 International Management and the Global Economy 30
CHAPTER 4 Managerial Ethics and Social Responsibility 47
PART II THE MANAGEMENT FUNCTIONS CHAPTER 5 Planning—Setting Direction 63
CHAPTER 6 Organizing—Creating Structures 81
CHAPTER 7 Leading—Inspiring Effort 98
CHAPTER 8 Controlling—Ensuring Results 114
PART III MANAGING INDIVIDUALS AND GROUPS CHAPTER 9 Valuing Diversity—Individual Differences 130
CHAPTER 10 Motivating—Rewards and Reinforcement 144
CHAPTER 11 Designing Work Systems—Jobs and Work Schedules 161
CHAPTER 12 Building Teams—Group Dynamics and Teamwork 177
PART IV MANAGING THE PROCESSES OF
ORGANIZATIONAL BEHAVIOR CHAPTER 13 Decision Making—Solving Problems 193
CHAPTER 14 Communicating—Sharing Information 208
CHAPTER 15 Influencing—Using Power 223
CHAPTER 16 Negotiating—Resolving Conflicts 235
PART V MANAGING HIGH PERFORMANCE SYSTEMS CHAPTER 17 Strategic Human Resource Management 249
CHAPTER 18 Planned Change and Continuous Improvement 263
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PREFACE iii
PARTI
INTRODUCTION
CHAPTER 1 MANAGEMENT AND ORGANIZATIONAL BEHAVIOR 1
Study Questions 1
Managers and Management 2
What Is Management? 2
What Do Managers Do? 3
Productivity and Managerial Performance 4
Levels and Types of Managers 4
The Management Process 5
Managerial Roles and Activities 5
Managerial Agendas and Networks 7
Managerial Skills and Competencies 7
Organizational Behavior 8
Scientific Foundations of Organizational Behavior 8
Learning About Organizational Behavior 9
Management and Organizational Behavior Today 9
An Environment of Change 9
Personal Career Development 10
MOBE—A Framework for Success 11
In Summary 13
The Effective Manager 1.1 Eight Responsibilities of a Supervisor 5
1.2 Personal Competencies for Managerial Success 8
CHAPTER 2 THE ENVIRONMENT OF ORGANIZATIONS 15
Study Questions 15
The External Environment 16
General Environment 16
Specific Environment 17
Environment and Competitive Advantage 18
The Economy 18
viii Contents
Sociocultural Issues 18
Legal—Political Concerns 19
Information and Technology 20
The Natural Environment 20
Competitive Advantage Through Quality 21
Total Quality Management 21
Deming s Path to Quality 22
Quality and Continuous Improvement 22
Quality and Customer Service 24
Quality and Operations Management 24
Operations Management and Competitive Advantage 24
Product Design 25
Technology Utilization 26
Organizational Design 26
Human Resource Utilization 27
In Summary 28
The Effective Manager 2.1 Deming s 14 Points To Quality 23
2.2 Competitive Advantage Through People 28
CHAPTER 3 INTERNATIONAL MANAGEMENT AND THE
GLOBAL ECONOMY 30
Study Questions 30
The Global Economy 31
The New Europe 31
The Americas 32
Asia and the Pacific Rim 32
Africa 33
Strategies of International Business 34
Global Sourcing 34
Exporting and Importing 35
Licensing and Franchising 35
Joint Ventures 35
Wholly Owned Subsidiaries 36
Multinational Corporations (MNCs) 36
MNC—Host Country Relations 36
Ethical Concerns and MNCs 37
Environmental Influences on Global Operations 37
Economic, Legal—Political, and Educational Differences 38
Cultural Differences 39
Dimensions of National Cultures 41
Contents ix
Management Across Cultures 42
Do American Theories Apply Abroad? 43
What Are the Lessons of Japanese Management? 43
Global Management Learning 44
In Summary 45
The Effective Manager 3.1 Checklist for Joint Ventures 35
3.2 Stages in Adjusting to a New Culture 40
CHAPTER 4 MANAGING WITH ETHICS AND SOCIAL
RESPONSIBILITY 47
Study Questions 47
What is Ethical Behavior? 48
Law, Values, and Ethical Behavior 48
Four Views of Ethical Behavior 49
Managerial Ethics 50
Ethical Dilemmas Faced by Managers 50
Rationalizations for Unethical Behavior 51
Factors Affecting Managerial Ethics 51
Maintaining High Ethical Standards 53
Ethics Training 53
Whistleblower Protection 54
Top Management Support 55
Formal Codes of Ethics 56
Corporate Social Responsibility 56
Contrasting Views on Social Responsibility 56
Evaluating Corporate Social Performance 57
A Continuum of Social Responsibility Strategies 58
Government Regulation of Business 59
The Complex Legal Environment 59
Ethics, Social Responsibility, and Managerial Performance 60
In Summary 61
The Effective Manager 4.1 Checklist for Making Ethical Decisions 54
4.2 Do and Don t Tips for Whistleblowers 55
PART II
THE MANAGEMENT FUNCTIONS
CHAPTER 5 PLANNING—SETTING DIRECTION 63
Study Questions 63
Planning as a Management Function 64
x Contents
Types of Plans Used by Managers 64
Approaches to Planning 66
Contingency Planning 67
Foundations of Good Planning 67
Forecasting 67
Use of Scenarios 68
Benchmarking 68
Participation and Involvement 68
Use of Staff Planners 69
Strategies and Strategic Management 70
Levels of Strategy 70
Grand or Master Strategies 70
The Strategic Management Process 72
Strategy Formulation 72
SWOT Analysis 73
Portfolio Planning 74
Porter s Competitive Model 75
Strategy Implementation 77
In Summary 78
The Effective Manager: 5.1 The Planning Process 65
5.2 How to Double Check a Strategy 77
CHAPTER Q ORGANIZING—CREATING STRUCTURES 81
Study Questions 81
Organizing as a Management Function 82
Organization Structure 82
Informal Structures 83
Types of Organization Structures 83
Functional Structures 84
Divisional Structures 85
Matrix Structures 86
Team Structures 88
Network Structures 88
Organizing Trends in the Workplace 89
Shorter Chains of Command 89
Less Unity of Command 90
Wider Spans of Control 90
More Delegation and Empowerment 90
Decentralization with Centralization 91
Contents xi
Reduced Staff Component 91
Essentials of Organizational Design 91
Bureaucratic Organizations 92
Adaptive Organizations 92
The Nature of Organizational Culture 93
What Strong Cultures Can Do 93
Levels of Organizational Culture 94
Symbolic Management and Organizational Culture 94
In Summary 95
The Effective Manager: 6.1 What You Can Learn From an Organization Chart 83
6.2 What Delegation Involves 90
CHAPTER 7 LEADING—INSPIRING EFFORT 98
Study Questions 98
Leading as a Management Function 99
Leadership and Vision 99
Leadership by Empowerment 100
Leadership in Practice 100
Leadership Traits 101
Leadership Behaviors 102
Contingency Leadership 104
Fiedler s Contingency Model 104
Hersey Blanchard Situational Theory 104
House s Path Goal Theory 105
Vroom Jago Leader Participation Theory 107
Charisma, Transformational Leadership, and Beyond 109
What Is Transformational Leadership? 109
Gender and Leadership 110
Good Old Fashioned Leadership 110
Ethical Aspects of Leadership 111
In Summary 112
The Effective Manager: 7.1 Five Principles of Visionary Leadership 100
7.2 Six Guidelines for Consensus 108
CHAPTER g CONTROLLING—ENSURING RESULTS 114
Study Questions 114
Controlling as a Management Function 115
The Control Process 115
xii Contents
Management by Objectives 116
How Do Managerial Controls Work? 117
Organizational Systems and Control 119
Administrative Controls 119
Compensation and Benefit Systems 120
Employee Discipline Systems 120
Management Information and Control 121
Management Information Systems 121
Information Technology and the New Workplace 123
Operations Management and Control 124
Purchasing Management 124
Inventory Management 124
Project Management 126
Statistical Quality Control 126
In Summary 127
The Effective Manager: 8.1 Steps to Successful MBO 118
8.2 Hot Stove Rules of Discipline 121
PART III
MANAGING INDIVIDUALS AND GROUPS
CHAPTER 9 VALUING DIVERSITY—INDIVIDUAL DIFFERENCES 130
Study Questions 130
Managers and Workforce Diversity 131
Trends in Workforce Diversity 131
Valuing Diversity 132
Individual Differences 133
Abilities and Skills 133
Demographics 134
Personalities 134
Values and Attitudes 136
Perception and Individual Differences 136
Stereotypes 137
Halo Effects 138
Selective Perception 138
Projection 138
Perception and Attribution 139
Multicultural Organizations 139
Occupational Subcultures 140
Contents xiii
Ethnic and Racial Subcultures 140
Generational Subcultures 141
Gender Subcultures 141
In Summary 142
The Effective Manager: 9.1 Abilities and Skills for Twenty first Century Managers 133
9.2 Characteristics of the Multicultural Organization 140
CHAPTER XO MOTIVATING—REWARDS AND REINFORCEMENT 144
Study Questions 144
Motivation and Rewards 145
Content Theories of Motivation 146
Hierarchy of Needs Theory 146
ERG Theory 148
Two Factor Theory 148
Acquired Needs Theory 149
Questions and Answers on Individual Needs 150
Process Theories of Motivation 151
Equity Theory 151
Expectancy Theory 152
Goal Setting Theory 153
Reinforcement Theory of Motivation 154
Reinforcement Strategies 155
Positive Reinforcement 155
Punishment 155
Motivation and Compensation 157
Pay for Performance 157
Incentive Compensation Systems 158
Pay for Knowledge 159
In Summary 159
The Effective Manager: 10.1 How to Make Goal Setting Work for You 154
10.2 Guidelines for Positive Reinforcement and Punishment 156
CHAPTER 11 DESIGNING WORK SYSTEMS—JOBS AND WORK SCHEDULES 161
Study Questions 161
The Meaning of Work 162
Job Design Approaches 163
What Should Job Design Accomplish? 163
Alternative Job Design Strategies 164
xiv Contents
Job Simplification 165
Job Rotation and Job Enlargement 165
Job Enrichment 166
Job Enrichment Directions 167
The Job Characteristics Model 167
Questions and Answers on Job Enrichment 168
Work Designs for Groups and Teams 169
Creative Work Group Designs 170
Self Managing Work Teams 170
Alternative Work Schedules 171
The Compressed Work Week 172
Flexible Working Hours 172
Job Sharing 173
Telecommuting 173
Part time Work 174
In Summary 175
The Effective Manager: 11.1 Job Enrichment Checklist 166
11.2 Attributes of High Performing Work Teams 172
CHAPTER 12 BUILDING TEAMS—GROUP DYNAMICS AND TEAMWORK 177
Study Questions YI1
Groups in Organizations 178
Directions in the Use of Groups 179
Self Managing Work Teams 179
Committees and Task Forces 180
Employee Involvement Groups 180
Virtual Teams 181
Group Effectiveness 181
What Can Go Wrong in Groups? 181
Importance of Group Inputs 182
Understanding Teamwork and Group Dynamics 183
Stages of Group Development 184
Group Norms 185
Group Cohesiveness 186
Groupthink 187
Group Task and Maintenance Needs 187
Team Building for Group Effectiveness 189
The Team Building Process 189
Characteristics of High Performing Teams 190
Contents xv
In Summary 191
The Effective Manager: 12.1 Guidelines for Managing a Taskforce 180
12.2 How to Deal with Groupthink 188
PART IV
MANAGING THE PROCESSES OF ORGANIZATIONAL BEHAVIOR
CHAPTER 13 DECISION MAKING—SOLVING PROBLEMS 193
Study Questions 193
Managers as Decision Makers and Problem Solvers 194
How Managers Deal with Problems 195
Systematic and Intuitive Thinking 195
Multidimensional Thinking 196
The Problem Solving Process 196
Finding and Defining Problems 197
Types of Problems and Decisions 197
Dealing with Crisis 197
Tips on Defining Problems 198
Generating and Evaluating Alternative Solutions 198
Improving Creativity 199
Problem Solving Environments 200
Criteria for Analyzing Alternatives 201
Choosing Among Alternatives: Making the Decision 201
Deciding to Decide 201
Deciding How to Decide 202
Deciding Who Should Decide 203
Conducting the Ethics Double Check 204
Implementing the Solution and Evaluating Results 205
In Summary 205
The Effective Manager: 13.1 Ten Ways to Increase Creativity 199
13.2 How to Avoid the Escalation Trap 202
CHAPTER 14 COMMUNICATING—SHARING INFORMATION 208
Study Questions 208
Managers and Communication 209
The Communication Process 210
Communication as Feedback 211
Communication Channels 211
xvi Contents
Barriers to Effective Communication 212
Poor Use of Communication Channels 212
Semantic Problems 214
Absence of Feedback 214
Physical Distractions 214
Status Effects 215
Improving Organizational Communication 216
Better Listening 216
Better Upward Communication 217
Utilizing Information Technology 218
Perception and Communication 218
Communication and Diversity 219
Ethnocentrism and Cross Cultural Communication 219
Communicating Across National Cultures 220
In Summary 221
The Effective Manager: 14.1 How to Make a Successful Oral Presentation 213
14.2 Ten Rules for Good Listening 216
CHAPTER 15 INFLUENCING—USING POWER 223
Study Questions 223
What is Managerial Power? 224
Sources of Position Power 224
Sources of Personal Power 225
How to Gain Managerial Power 226
Developing Position Power 226
Developing Personal Power 227
Achieving Positive Influence 227
Managerial Influence Strategies 227
Empowering Others 229
Obedience and the Limits to Power 230
Tendencies Toward Obedience 230
The Acceptance of Authority 231
Ethics and Power 231
Power and Politics 232
What Politics Can Do 232
Political Games to Watch For 232
In Summary 233
The Effective Manager: 15.1 Seven Strategies of Managerial Influence 229
15.2 How to Empower Others 230
Contents xvii
CHAPTER 10 NEGOTIATING—RESOLVING CONFLICTS 235
Study Questions 235
Negotiating to Agreement 236
What is Effective Negotiation? 237
Gaining Integrative Agreements 237
Avoiding Negotiation Pitfalls 239
Ethical Aspects of Negotiation 239
Conflict in Organizations 240
Destructive and Constructive Conflict 240
Conflict Situations 241
Conflict Sources 241
Managing Conflict 242
Structural Approaches to Conflict Resolution 242
Interpersonal Conflict Management Styles 243
Managing Stress 244
Sources of Stress 244
Consequences of Stress 245
Stress Management Approaches 246
In Summary 247
The Effective Manager: 16.1 Rules for Integrative Negotiation 238
16.2 How to Cope with Workplace Stress 246
PARTV
MANAGING HIGH PERFORMANCE SYSTEMS
CHAPTER 17 STRATEGIC HUMAN RESOURCE MANAGEMENT 249
Study Questions 249
Essentials of Human Resource Management 250
Influences of the Legal Environment 251
Human Resource Planning 251
Attracting a Quality Workforce 251
The Recruiting Process 252
Effective Recruiting Practices 253
Making Selection Decisions 253
Developing a Quality Workforce 255
Employee Orientation 256
Training and Development Alternatives 256
xviii Contents
The Role of Performance Appraisal 257
Performance Appraisal Methods 257
Maintaining a Quality Workforce 259
Managing Retention and Turnover 259
Managing Labor Management Relations 260
In Summary 261
The Effective Manager: 17.1 How to Conduct Job Interviews 254
17.2 Things to Look for in a Labor Contract 261
CHAPTER 18 PLANNED CHANGE AND CONTINUOUS IMPROVEMENT 263
Study Questions 263
Learning Organizations 264
Creativity and Innovation 265
The Innovation Process 265
Innovation in Organizations 265
Characteristics of Innovative Organizations 266
Organizational Change 267
The Manager as Change Agent 268
Forces and Targets for Change 268
Managing Planned Change 269
The Phases of Planned Change 269
Choosing a Change Strategy 270
Dealing with Resistance to Change 272
Organization Development 273
A General Model of Organization Development 273
Types of Organization Development Interventions 274
Organization Development and Continuous Improvement 275
In Summary 276
The Effective Manager: 18.1 Spotting Barriers to Innovation 267
18.2 Why People May Resist Change 272
CHAPTER NOTES 279
GLOSSARY 295
INDEX 307
|
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| isbn | 0471133086 |
| language | English |
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| spelling | Schermerhorn, John R. Verfasser aut Management and organizational behavior essentials John R. Schermerhorn 1. ed. New York [u.a.] Wiley 1996 XVIII, 321 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management gtt Organisatiegedrag gtt Organizational behavior Management (DE-588)4037278-9 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007277474&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Schermerhorn, John R. Management and organizational behavior essentials Management gtt Organisatiegedrag gtt Organizational behavior Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4285859-8 |
| title | Management and organizational behavior essentials |
| title_auth | Management and organizational behavior essentials |
| title_exact_search | Management and organizational behavior essentials |
| title_full | Management and organizational behavior essentials John R. Schermerhorn |
| title_fullStr | Management and organizational behavior essentials John R. Schermerhorn |
| title_full_unstemmed | Management and organizational behavior essentials John R. Schermerhorn |
| title_short | Management and organizational behavior essentials |
| title_sort | management and organizational behavior essentials |
| topic | Management gtt Organisatiegedrag gtt Organizational behavior Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Management Organisatiegedrag Organizational behavior Organisationsverhalten |
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