Organizational behavior: concepts, controversies, applications
Saved in:
| Main Author: | |
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| Format: | Book |
| Language: | English |
| Published: |
Englewood Cliffs, NJ
Prentice-Hall
1996
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| Edition: | 7. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | getr. Zählung Ill., graph. Darst. |
| ISBN: | 0131925199 |
Staff View
MARC
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Record in the Search Index
| _version_ | 1804125626316095488 |
|---|---|
| adam_text | Brief Contents
Part One • Introduction 2
Chapter 1 What Is Organizational Behavior? 2
Chapter 2 Responding to Global and Cultural Diversity 42
Part Two • The Individual 80
Chapter 3 Foundations of Individual Behavior 80
Chapter 4 Perception and Individual Decision Making 130
Chapter 5 Values, Attitudes, and Job Satisfaction 172
Chapter 6 Basic Motivation Concepts 210
Chapter 7 Motivation: From Concepts to Applications 250
Part Three • The Group 292
Chapter 8 Foundations of Group Behavior 292
Chapter 9 Understanding Work Teams 344
Chapter 10 Communication 374
Chapter 11 Leadership 410
Chapter 12 Power and Politics 460
Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502
Part Four • The Organization System 548
Chapter 14 Foundations of Organization Structure 548
Chapter 15 Technology, Work Design, and Stress 588
Chapter 16 Human Resource Policies and Practices 634
Chapter 17 Organizational Culture 678
Part Five • Organizational Dynamics 714
Chapter 18 Organizational Change and Development 714
Appendix A The Historical Evolution of Organizational
Behavior A l
Appendix B Research in Organizational Behavior A 16
Appendix C Scoring Keys for Learning About Yourself
Exercises A 26
Glossary G l
CONTENTS
Preface v
About the Author viii
PART ONE • INTRODUCTION 2
Chapter 1 What Is Organizational Behavior? 2
What Managers Do 5
Management Functions 5 • Management Roles 7 • Management
Skills 8 • Effective vs. Successful Managerial Activities 8 • A Review of
the Manager s Job 9
Enter Organizational Behavior 10
Replacing Intuition with Systematic Study 10
Generalizations About Behavior 10 • Consistency vs. Individual
Differences 11
Challenges and Opportunities for OB 13
Improving Quality and Productivity 13 • Improving People Skills 14 •
Managing Work Force Diversity 14
OB in the News: Work Force Study Finds Divisions of Race and
Gender Are Deep 16
Responding to Globalization 16 • Empowering People 17 •
Stimulating Innovation and Change 17 • Coping with
Temporariness 18 • Declining Employee Loyalty 18
OB in the News: The Flexible Work Force 19
Improving Ethical Behavior 20
Contributing Disciplines to the OB Field 21
Psychology 21 • Sociology 22 • Social Psychology 23 •
Anthropology 23 • Political Science 24
There Are Few Absolutes in OB 24
Coming Attractions: Developing an OB Model 25
An Overview 25 • The Dependent Variables 25 • The Independent
Variables 28 • Toward a Contingency OB Model 30
Summary and Implications for Managers 30
For Review 31
For Discussion 31
Point: The Case for a Structural Explanation of Organizational Behavior 32
Counterpoint: The Case for a Psychological Explanation of Organizational
Behavior 33
CONTENTS
Learning About Yourself Exercise: How Does Your Ethical Behavior Rate? 34
Working with Others Exercise: Work Force Diversity Exercise 34
Ethical Dilemma Exercise: Can a Business Firm Be Too Ethical? 36
Case Incident: Rosenbluth International Travel, Inc. 37
Video Case: The Workplace of the 1990s 39
Suggestions for Further Reading 40
Notes 40
Chapter 2 Responding to Global and Cultural Diversity 42
Pervasiveness of Diversity 44
International Diversity 44 • Intranational Diversity 45
Welcome to the Global Village 45
Multinational Corporations 46 • Regional Cooperative
Arrangements 47
Facing the International Challenge 48
American Biases 49
OB in the News: Under Japanese Bosses, Americans Find Work Both
Better and Worse 50
The Foreign Born in America 50
The Relevant Question: Are National Cultures Becoming More
Homogeneous? 51
Assessing Differences Between Countries 52
The Kluckhohn Strodtbeck Framework 52 • The Hofstede
Framework 56
The Reality of Culture Shock 58
OB in the News: Aren t Canadians Just Like Their Neighbors
to the South? 59
Inside the Organization: The Challenge of Work Force Diversity 60
The Changing Workplace 61 • Origins of the Diversity Movement 62
• From Everyone s the Same to Acknowledging Differences to
Valuing Differences 63
OB in the News: Hewlett Packard Discovers Diversity Is Good
for Business 63
Managing Diversity in Organizations 64
Flexible Work Arrangements 64 • Child and Elder Care Benefits 65 •
Diversity Training 65
Summary and Implications for Managers 66
For Review 67
For Discussion 67
Point: Cross Cultural Training Doesn t Work 68
Counterpoint: Cross Cultural Training Is Effective 69
Learning About Yourself Exercise: What s Your International IQ? 70
Working with Others Exercise: Learning About Differences Through Analyzing
Prejudice 71
Ethical Dilemma Exercise: The Diversity Movement: What About Its Adverse
Impact on White Males? 72
Case Incident: Xerox of Mexico 72
Video Case: Are Women Really Treated Different from Men? 74
Suggestions for Further Reading 75
Notes 75
Progressive Case: Part One, Introduction, Rob Panco: The Evolution of a
Manager 77
CONTENTS
VI ? PART TWO • THE INDIVIDUAL 80
Chapter 3 Foundations of Individual Behavior 80
Biographical Characteristics 82
Age 83 • Gender 84 • Marital Status 85 • Number of Dependents 85 •
Tenure 85
Ability 86
Intellectual Abilities 86 • Physical Abilities 87 • The Ability Job Fit 88
Personality 89
What Is Personality? 89
From Concepts to Skills: Self Awareness: Do You Know Yourself? 89
Personality Determinants 90 • Personality Traits 92 •
Major Personality Attributes Influencing OB 94 • Increase Your
Self Awareness: Assess Your Locus of Control 95 • Increase Your
Self Awareness: How Machiavellian Are You? 96 • Increase Your
Self Awareness: How s Your Self Esteem? 97 • Increase Your
Self Awareness: Are You a High Self Monitor? 99 • Increase Your
Self Awareness: Are You a Risk Taker? 100 • Increase Your
Self Awareness: Are You a Type A? 102 • Personality and
National Culture 103 • Matching Personalities and Jobs 103
Learning 105
A Definition of Learning 105 • Theories of Learning 106
OB in the News: Apprenticeship Programs at Siemens 109
Shaping: A Managerial Tool 110 • Some Specific Organizational
Applications 113
Summary and Implications for Managers 116
For Review 118
For Discussion 118
Point: The Value of Traits in Explaining Attitudes and Behavior 119
Counterpoint: The Limited Power of Traits in Organizations 120
Learning About Yourself Exercise: How Important is Success to You? 121
Working with Others Exercise: Positive and Negative Reinforcement 121
Ethical Dilemma Exercise: Reinforcement and Unethical Behavior 122
Case Incident: Predicting Performance 123
Video Case: Why Do Some People Have a Winning Personality? 124
Suggestions for Further Reading 126
Notes 126
Chapter 4 Perception and Individual Decision Making 130
What Is Perception and Why Is It Important? 132
Factors Influencing Perception 132
The Perceiver 132 • The Target 134 • The Situation 134
Person Perception: Making Judgments About Others 135
Attribution Theory 135 • Frequently Used Shortcuts in Judging
Others 136
OB in the News: Managers Explain What Has Helped and Hindered
Their Advancement 137
Specific Applications in Organizations 141
The Link Between Perception and Individual Decision Making 143
CONTENTS ^vjj
The Optimizing Decision Making Model 144
Steps in the Optimizing Model 144 • Assumptions of the Optimizing
Model 147 • Predictions from the Optimizing Model 148
From Concepts to Skills: Creative Problem Solving 149
Alternative Decision Making Models 150
The Satisficing Model 150 • The Implicit Favorite Model 152 •
The Intuitive Model 154
OB in the News: Too Many Facts Spoil the Decision 155
Current Issues in Decision Making 156
Improving Ethical Decision Making 156 • Decision Making in
Different Cultures 158 • Escalation of Commitment or Throwing
Good Money After Bad 159
Summary and Implications for Managers 160
For Review 162
For Discussion 162
Point: When Hiring Employees: Emphasize the Positive 163
Counterpoint: When Hiring Employees: Balance the Positive with
the Negative 164
Learning About Yourself Exercise: Decision Making Style Questionnaire 165
Working with Others Exercise: Evaluating Your Interpersonal Perception 166
Ethical Dilemma Exercise: Five Ethical Decisions: What Would You Do? 166
Case Incident: I Don t Make Decisions 167
Video Case: What Do Those Wall Street People Do? 169
Suggestions for Further Reading 170
Notes 170
Chapter 5 Values, Attitudes, and Job Satisfaction 172
Values 174
Importance of Values 174 • Sources of Our Value Systems 175 •
Types of Values 176 • Values, Loyalty, and Ethical Behavior 179
Attitudes 180
Sources of Attitudes 180 • Types of Attitudes 181 • Attitudes and
Consistency 182
OB in the News: How Do Tobacco Executives Live with
Themselves? 183
Cognitive Dissonance Theory 184 • Measuring the A B
Relationship 186 • An Application: Attitude Surveys 187
From Concepts to Skills: Changing Attitudes 188
Attitudes and Work Force Diversity 189
Job Satisfaction 190
Measuring Job Satisfaction 190 • The Status of Job Satisfaction in the
Workplace Today 191 • What Determines Job Satisfaction? 192 •
The Effect of Job Satisfaction on Employee Performance 193 •
How Employees Can Express Dissatisfaction 196
Summary and Implications for Managers 197
For Review 198
For Discussion 198
Point: The Importance of High Job Satisfaction 199
Counterpoint: Job Satisfaction Has Been Overemphasized 200
Learning About Yourself Exercise: What Do You Value? 201
Working with Others Exercise: Assessing Work Attitudes 201
_. . CONTENTS
VlH ? — Ethical Dilemma Exercise: Dissatisfaction and Whistle blowing 202
Case Incident: Binney Smith 203
Video Case: Between Two Worlds 204
Suggestions for Further Reading 205
Notes 206
Chapter 6 Basic Motivation Concepts 210
What Is Motivation? 212
Early Theories of Motivation 213
Hierarchy of Needs Theory 213 • Theory X and Theory Y 214 •
Motivation Hygiene Theory 216
OB in the News: Thanks for the Recognition, but Where s
the Money? 218
Contemporary Theories of Motivation 218
ERG Theory 218 • McClelland s Theory of Needs 219 • Cognitive
Evaluation Theory 222 • Goal Setting Theory 224 • Reinforcement
Theory 225 • Equity Theory 226 • Expectancy Theory 230
OB in the News: How Do You Motivate American Workers
to Improve Quality? 232
Don t Forget Ability and Opportunity 232
Integrating Contemporary Theories of Motivation 233
Caveat Emptor: Motivation Theories Are Culture Bound 235
Summary and Implications for Managers 236
Summary 237
For Review 238
For Discussion 238
Point: Money Motivates! 239
Counterpoint: Money Doesn t Motivate Most Employees Today! 240
Learning About Yourself Exercise: What Motivates You? 241
Working with Others Exercise: What Do People Want from Their Jobs? 241
Ethical Dilemma Exercise: Is Motivation Merely Manipulation
in Fine Dress Clothes? 242
Case Incident: Responding to a Labor Shortage: Nissan vs. USA Truck 243
Video Case: Perks That Come with Being a State Governor 244
Suggestions for Further Reading 246
Notes 246
Chapter 7 Motivation: From Concepts to Applications 250
Management by Objectives 252
What is MBO? 252 • Linking MBO and Goal Setting Theory 257 •
MBO in Practice 254
OB in the News: Many Managers Still Complain About a Lack of
Clear Job Goals 255
Behavior Modification 255
What is OB Mod? 256 • Linking OB Mod and Reinforcement
Theory 257
OB Mod in Practice 257
Employee Involvement Programs 258
What is Employee Involvement? 259 • Examples of Employee
Involvement Programs 259
CONTENTS ^ jx
OB in the News: I m not only a reservation agent,
I m an owner! 263
Linking Employee Involvement Programs and Motivation
Theories 263 • Employee Involvement Programs in Practice 264
Variable Pay Programs 264
What Are Variable Pay Programs? 265 • Linking Variable Pay
Programs and Expectancy Theory 267 • Variable Pay Programs
in Practice 267
OB in the News: Gainsharing Works at Whirlpool 268
Skill Based Pay Plans 269
What Are Skill Based Pay Plans? 269 • Linking Skill Based Pay Plans
to Motivation Theories 270 • Skill Based Pay in Practice 270
Flexible Benefits 271
What Are Flexible Benefits? 272 • Linking Flexible Benefits and
Expectancy Theory 272 • Flexible Benefits in Practice 272
Comparable Worth 273
What Is Comparable Worth? 273 • Comparable Worth and Equity
Theory 274 • Comparable Worth in Practice 274
Special Issues in Motivation 275
Motivating Professionals 275 • Motivating Temporary Workers 276 •
Motivating the Diversified Work Force 276
Summary and Implications for Managers 277
For Review 278
For Discussion 278
Point: The Case for Pay Secrecy 279
Counterpoint: Let s Make Pay Information Open to All! 280
Learning About Yourself Exercise: How Equity Sensitive Are You? 281
Working with Others Exercise: Goal Setting Task 281
Ethical Dilemma Exercise: Are American CEOs Paid Too Much? 282
Case Incident: What Am I Going to Do About Stella McCarthy? 283
Video Case: Executive Compensation as a Motivator 284
Suggestions for Further Reading 285
Notes 285
Progressive Case: Part Two, The Individual, Rob Panco:
Managing Individuals 289
PART THREE • THE GROUP 292
Chapter 8 Foundations of Group Behavior 292
Defining and Classifying Groups 294
Stages of Group Development 295
The Five Stage Model 295 • The Punctuated Equilibrium Model 297
Sociometry: Analyzing Group Interaction 298
Toward Explaining Work Group Behavior 300
External Conditions Imposed on the Group 301
Organization Strategy 301 • Authority Structures 301 • Formal
Regulations 302 • Organizational Resources 302 • Personnel Selection
Process 302 • Performance Evaluation and Reward System 302 •
Organizational Culture 302 • Physical Work Setting 302
CONTENTS Group Member Resources 303
Abilities 303 • Personality Characteristics 303
Group Structure 304
Formal Leadership 304 • Roles 304 • Norms 308 • Status 310 •
Size 313 • Composition 315
OB in the News: Work Force Diversity and Cliques 317
Group Processes 317
Group Tasks 318
Group Decision Making 319
Groups vs. the Individual 319 • Groupthink and Groupshift 321 •
Group Decision Making Techniques 323
From Concepts to Skills: Conducting a Group Meeting 327
Should Management Seek Cohesive Work Groups? 327
Determinants of Cohesiveness 328 • Effects of Cohesiveness on Group
Productivity 329
Summary and Implications for Managers 330
For Review 332
For Discussion 332
Point: Designing Jobs Around Groups 333
Counterpoint: Jobs Should Be Designed Around Individuals 334
Learning About Yourself Exercise: Are You Attracted to the Group? 335
Working with Others Exercise: The Paper Tower Exercise 336
Ethical Dilemma Exercise: Should You Agree with Your Boss When You Don t? 337
Case Incident: Games People Play in the Shipping Department 337
Video Case: The Prima Donna 339
Suggestions for Further Reading 340
Notes 340
Chapter 9 Understanding Work Teams 344
Why Have Teams Become So Popular? 346
OB in the News: Building Teamwork in the Clinton
Administration 347
Teams vs. Groups: What s the Difference? 347
Types of Teams 348
Problem Solving Teams 348 • Self Managed Work Teams 349 •
Cross Functional Teams 350
OB in the News: Just Because You re Big, You Don t Have
to Be Slow 352
Linking Teams and Group Concepts: Toward Creating High Performance
Teams 352
Size of Work Teams 352 • Abilities of Members 352 • Allocating Roles
and Promoting Diversity 353 • Having a Commitment to a Common
Purpose 354 • Establishing Specific Goals 355 • Leadership and
Structure 356 • Social Loafing and Accountability 356 • Appropriate
Performance Evaluation and Reward Systems 356 • Developing High
Mutual Trust 356
Turning Individuals into Team Players 358
The Challenge 358 • Shaping Team Players 359
Contemporary Issues in Managing Teams 360
Teams and Labor Law 360 • Teams and Total Quality
Management 361
OB in the News: A Look at One of America s Best Performing
Manufacturing Plants 363
CONTENTS ^xj
Teams and Work Force Diversity 363 • Reinvigorating Mature
Teams 364
Summary and Implications for Managers 365
For Review 366
For Discussion 366
Point: The Value of Teams 367
Counterpoint: The Tyranny of a Team Ideology 368
Learning About Yourself Exercise: Do Others See Me as Trustworthy? 369
Working with Others Exercise: Team Experience Exercise 369
Ethical Dilemma Exercise: Do I Have To Be a Team Player? 370
Case Incident: XEL Communications 370
Video Case: Assembly Line Team at Square D 371
Suggestions for Further Reading 372
Notes 372
Chapter 10 Communication 374
Functions of Communication 377
The Communication Process 378
A Communication Model 378 • Sources of Distortion 380 •
Communication Apprehension 380
Communication Fundamentals 380
Direction of Communication 380 • Formal vs. Informal Networks 382
• Nonverbal Communications 384 • Choice of Communication
Channel 386 • Barriers to Effective Communication 387
From Concepts to Skills: Effective Listening 388
In Practice: Effective Employee Communications in Leading Companies
Undergoing Dramatic Changes 390
The CEO Must Be Committed to the Importance of
Communication 390 • Managers Match Actions and Words 391 •
Commitment to Two Way Communication 391 • Emphasis on Face
to Face Communication 391 • Shared Responsibility for Employee
Communications 392 • Dealing with Bad News 392 • The Message Is
Shaped for Its Intended Audience 392 • Treat Communication as an
Ongoing Process 392
OB in the News: Open Book Management 393
Current Issues in Communication 394
Communication Barriers Between Women and Men 394 • Politically
Correct Communication 395 • Cross Cultural Communication 396 •
Electronic Communications 397
Summary and Implications for Managers 399
For Review 400
For Discussion 400
Point: The Case for Mutual Understanding: The Johari Window 401
Counterpoint: The Case for Ambiguous Communication 402
Learning About Yourself Exercise: Listening Self Inventory 403
Working with Others Exercise: An Absence of Nonverbal Communication 404
Ethical Dilemma Exercise: Is It Wrong to Tell a Lie? 404
Case Incident: Affinity Groups on Apple s Electronic Message System 405
Video Case: Politically Correct Speech 406
Suggestions for Further Reading 407
Notes 407
CONTENTS
Xjj* — Chapter 11 Leadership 410
What Is Leadership? 412
Transition in Leadership Theories 413
Trait Theories 414
Behavioral Theories 415
Ohio State Studies 415 • University of Michigan Studies 417 •
The Managerial Grid 417 • Scandinavian Studies 417 • Summary
of Behavioral Theories 419
Contingency Theories 419
OB in the News: Jack Croushore: From Tough Guy to
Cream Puff 420
Fiedler Model 421 • Hersey and Blanchard s Situational Theory 424 •
Leader Member Exchange Theory 426 • Path Goal Theory 426 •
Leader Participation Model 429 • Sometimes Leadership Is
Irrelevant! 432
Looking for Common Ground: What Does It All Mean? 433
The Most Recent Approaches To Leadership 435
Attribution Theory of Leadership 435 • Charismatic Leadership
Theory 436 • Transactional vs. Transformational Leadership 438
OB in the News: Southwest Airlines Charismatic Leader 440
Contemporary Issues in Leadership 440
Gender: Do Males and Females Lead Differently? 440
From Concepts to Skills: Coaching 442
Leading Through Empowerment 443 • What About Followership? 443
• National Culture as an Added Contingency Variable 444 • Is There
a Biological Basis for Leadership? 445
Summary and Implications for Managers 445
For Review 446
For Discussion 447
Point: Leaders Make a Real Difference! 448
Counterpoint: Leaders Don t Make a Difference! 449
Learning About Yourself Exercise: What s Your LPC Score? 450
Working with Others Exercise: Practicing to Be Charismatic 451
Ethical Dilemma Exercise: Using Drugs to Improve Sociability and Leadership
Performance 452
Case Incident: The Case Against Vision 452
Video Case: Richard Branson of the Virgin Group 453
Suggestions for Further Reading 455
Notes 455
Chapter 12 Power and Politics 460
A Definition of Power 462
Contrasting Leadership and Power 463
Bases of Power 463
Coercive Power 464 • Reward Power 465 • Legitimate Power 465 •
Expert Power 466 • Referent Power 466
Dependency: The Key to Power 467
The General Dependency Postulate 467 • What Creates
Dependency? 467
OB in the News: The Power of Subordinates 470
Identifying Where the Power Is 470
CONTENTS ^ xjjj
Power Tactics 471
Power in Groups: Coalitions 473
Sexual Harassment: Unequal Power in the Workplace 475
OB in the News: Many Companies Are Trying Hard to Stamp Out
Sexual Harassment 477
Politics: Power in Action 477
Definition 477 • The Reality of Politics 479 • Factors Contributing
to Political Behavior 479 • Impression Management 483
From Concepts to Skills: Politicking 484
Defensive Behaviors 487 • The Ethics of Behaving Politically 488
Summary and Implications for Managers 490
For Review 491
For Discussion 491
Point: It s a Political Jungle Out There! 492
Counterpoint: Corporate Politics: What You See Is What You Get! 493
Learning About Yourself Exercise: How Political Are You? 494
Working with Others Exercise: Understanding Power Dynamics 494
Ethical Dilemma Exercise: Ethics in the Use of Power 495
Case Incident: Damned If You Do; Damned If You Don t 496
Video Case: Sexual Harassment in the FBI 497
Suggestions for Further Reading 499
Notes 499
Chapter 13 Conflict, Negotiation, and Intergroup
Behavior 502
A Definition of Conflict 504
Transitions in Conflict Thought 505
The Traditional View 505 • The Human Relations View 506 •
The Interactionist View 506
Functional vs. Dysfunctional Conflict 507
The Conflict Process 507
Stage I: Potential Opposition or Incompatibility 507 •
Stage II: Cognition and Personalization 510 • Stage III: Intentions 510
• Stage IV: Behavior 512 • Stage V: Outcomes 514
OB in the News: Spectrum Associates Purposely Builds Conflict
into Its Structure 517
Negotiation 518
Bargaining Strategies 518 • The Negotiation Process 520 • Issues
in Negotiation 522
From Concepts to Skills: Negotiating 524
OB in the News: Ombudsmen Proliferate in the Workplace 526
Intergroup Relations 527
Factors Affecting Intergroup Relations 527 • Methods for Managing
Intergroup Relations 530 • Summary 533
Summary and Implications for Managers 533
For Review 535
For Discussion 535
Point: Conflict is Good for an Organization 536
Counterpoint: All Conflicts Are Dysfunctional! 537
Learning About Yourself Exercise: What Is Your Primary Conflict Handling
Intention? 538
Working with Others Exercise: A Negotiation Role Play 539
. ^ CONTENTS
Xiv ? Ethical Dilemma Exercise: Is Stimulating Conflict Unethical? 540
Case Incident: Tip Says No Way 541
Video Case: Conflict in the New York City Schools 542
Suggestions for Further Reading 543
Notes 543
Progressive Case: Part Three, The Group, Rob Panco: Managing Groups and
Teams 546
PART FOUR • THE ORGANIZATION SYSTEM 848
Chapter 14 Foundations of Organization Structure 548
What Is Organizational Structure? 550
Work Specialization 551 • Departmentalization 553
OB in the News: Organizing Around Work Processes 554
Chain of Command 555 • Span of Control 556 • Centralization and
Decentralization 557
From Concepts to Skills: Delegating Authority 558
Formalization 558
Common Organizational Designs 559
The Simple Structure 559 • The Bureaucracy 560 • The Matrix
Structure 562
New Design Options 564
The Team Structure 564 • The Virtual Organization 564 •
The Boundaryless Organization 565 • The Feminine
Organization 567
Why Do Structures Differ? 568
Strategy 569 • Organization Size 570 • Technology 571 •
Environment 571 • Summary 573
Organizational Designs and Employee Behavior 573
Summary and Implications for Managers 575
For Review 576
For Discussion 577
Point: Small Is Beautiful 578
Counterpoint: Small Is Beautiful Is a Myth! 579
Learning About Yourself Exercise: Bureaucratic Orientation Test 580
Working with Others Exercise: Authority Figures 581
Ethical Dilemma Exercise: Employee Monitoring: How Far Is Too Far? 582
Case Incident: Organizing the Clinton Administration 582
Video Case: Big Brother Is Watching You! 583
Suggestions for Further Reading 585
Notes 586
Chapter 15 Technology, Work Design, and Stress 588
Technology in the Workplace 590
Quality and Continuous Improvement Processes 591 • Reengineering
Work Processes 592 • Flexible Manufacturing Systems 595 • Worker
Obsolescence 596
Work Design 597
Task Characteristics Theories 597
OB in the News: Increasing Job Autonomy 601
CONTENTS ^yy
Work Redesign 602 • Alternative Work Schedule Options 605 •
Family Friendly Organizations 609 • Changing the Way We Look at
Jobs: A Provocative Perspective 610
Work Stress 611
What is Stress? 611
OB in the News: The Stress of Being a Manager in the 1990s 612
Understanding Stress and Its Consequences 613 • Potential Sources of
Stress 613 • Individual Differences 616 • Consequences of Stress 617 •
Managing Stress 619
Summary and Implications for Managers 621
For Review 622
For Discussion 622
Point: Employee Stress Isn t a Management Problem! 623
Counterpoint: Stress Creates Real Costs to Organizations 624
Learning About Yourself Exercise: What s Your Stress Personality? 625
Working with Others Exercise: Analyzing and Redesigning Jobs 626
Ethical Dilemma Exercise: What s the Right Balance Between Work and
Family? 627
Case Incident: Reengineering the College Experience 627
Video Case: Stress and Long Work Hours in Japan 628
Suggestions For Further Reading 629
Notes 630
Chapter 16 Human Resource Policies and Practices 634
Selection Practices 636
Job Analysis 636 • Selection Devices 637
From Concepts to Skills: Selection Interviewing 639
Training and Development Programs 641
Skill Categories 642
OB in the News: Diversity Training Grows at Small Firms 643
Training Methods 643 • Career Development 645
Performance Evaluation 649
Purposes of Performance Evaluation 649 • Performance Evaluation
and Motivation 650 • What Do We Evaluate? 650 • Who Should Do
the Evaluating? 651
OB in the News: At Hampton Pension Services, Everybody Evaluates
Everybody! 653
Methods of Performance Evaluation 653 • Potential Problems 655 •
Overcoming the Problems 657 • Providing Performance Feedback 658
• What About Team Performance Evaluations? 659
Reward Systems 659
The Union Management Interface 662
International Human Resource Practices: Selected Issues 664
Selection 664 • Performance Evaluation 665
Summary and Implications for Managers 665
For Review 667
For Discussion 667
Point: Capitalism, Control, and the Deskilling of Labor 668
Counterpoint: The Myth of Deskilling in Capitalistic Societies 669
Learning about Yourself Exercise: Career Assessment Test 670
Working with Others Exercise: Evaluating Performance and Providing
Feedback 672
CONTENTS
XVI ? Ethical Dilemma Exercise: Ethics Training: Smoke or Substance? 673
Case Incident: CRST s Struggle to Hire and Retain Truck Drivers 673
Video Case: Will Burt Is Educating Its Workers 675
Suggestions For Further Reading 675
Notes 676
Chapter 17 Organizational Culture 678
Institutionalization: A Forerunner of Culture 680
What Is Organizational Culture? 681
A Definition 681 • Cultural Typologies 681
OB in the News: Creating a Risk Taking Culture 681
Culture Is a Descriptive Term 684 • Do Organizations Have Uniform
Cultures? 684 • Strong vs. Weak Cultures 685 • Culture vs.
Formalization 686 • Organizational Culture vs. National Culture 686
What Do Cultures Do? 687
Culture s Functions 687 • Culture as a Liability 687
Creating and Sustaining Culture 689
How a Culture Begins 689
OB in the News: Chung Ju Yung and the Company He Created—
Hyundai 690
Keeping a Culture Alive 690 • Summary: How Cultures Form 694
How Employees Learn Culture 696
Stories 696 • Rituals 696 • Material Symbols 697 • Language 698
Organizational Culture in Action 699
The Walt Disney Co. 699 • MCI Communications 700 •
Time Warner 701
Summary and Implications for Managers 702
For Review 703
For Discussion 703
Point: The Case Against Culture 704
Counterpoint: How to Change an Organization s Culture 705
Learning about Yourself Exercise: What Kind of Organizational Culture
Fits You Best 706
Working with Others Exercise: Rate Your Classroom Culture 706
Ethical Dilemma Exercise: Cultural Factors and Unethical Behavior 707
Case Incident: The Levi Strauss Culture 708
Video Case: Microsoft s Workaholic Culture 709
Suggestions for Further Readings 710
Notes 710
Progressive Case: Part Four, The Organization System, Rob Panco: Working
Within the Organization System 712
PART FIVE • ORGANIZATIONAL DYNAMICS 714
Chapter 18 Organizational Change and Development 714
Forces for Change 716
Managing Planned Change 718
What Can Change Agents Change? 720
Changing Structure 720 • Changing Technology 721
OB in the News: Implementing Major Changes at Geon, Inc. 722
Changing the Physical Setting 723 • Changing People 723
CONTENTS ^^jj
Resistance to Change 723
Individual Resistance 724 • Organizational Resistance 725 •
Overcoming Resistance to Change 726 • The Politics of Change 727
From Concepts to Skills: Assessing the Climate for Change 728
Approaches to Managing Organizational Change 729
Lewin s Three Step Model 729 • Action Research 730
Key Change Issues for Management in the 1990s 731
Innovation 731
OB in the News: Rubbermaid Knows How to Innovate 733
Creating a Learning Organization 734
Organizational Development 736
OD Values 736 • OD Interventions 737
A Final Thought on Managing Change: It s Culture Bound! 740
Summary and Implications for Managers 741
For Review 742
For Discussion 742
Point: Change Is an Episodic Activity 743
Counterpoint: Change Is an Ongoing Activity 744
Learning About Yourself Exercise: Managing in a Turbulent World
Tolerance Test 745
Working with Others Exercise: The Beacon Aircraft Co. 747
Ethical Dilemma Exercise: Ethical Issues in OD Interventions 748
Case Incident: Quantum Change at Alcoa 748
Video Case: Defense Workers and Their Future 749
Progressive Case: Part Five, Organizational Dynamics, Rob Panco: Managing
Change 752
Appendix A The Historical Evolution of Organizational
Behavior A l
Appendix B Rearch in Organizational Behavior A 16
Appendix C Scoring Keys for Learning About Yourself
Exercises A 26
Glossary G l
Illustration Credits IC 1
Name Index 1 1
Organization Index 1 9
Subject Index 111
|
| 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 | BV011134297 |
| 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)31708312 (DE-599)BVBBV011134297 |
| dewey-full | 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 7. ed. |
| format | Book |
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| indexdate | 2024-07-09T18:04:33Z |
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| language | English |
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| publishDate | 1996 |
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| publisher | Prentice-Hall |
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| spelling | Robbins, Stephen P. 1943- Verfasser (DE-588)124203973 aut Organizational behavior concepts, controversies, applications Stephen P. Robbins 7. ed. Englewood Cliffs, NJ Prentice-Hall 1996 getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Organisation (DE-588)4043774-7 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Führung (DE-588)4018776-7 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=007461676&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, applications Organizational behavior Organisation (DE-588)4043774-7 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führung (DE-588)4018776-7 gnd |
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| title | Organizational behavior concepts, controversies, applications |
| title_auth | Organizational behavior concepts, controversies, applications |
| title_exact_search | Organizational behavior concepts, controversies, applications |
| title_full | Organizational behavior concepts, controversies, applications Stephen P. Robbins |
| title_fullStr | Organizational behavior concepts, controversies, applications Stephen P. Robbins |
| title_full_unstemmed | Organizational behavior concepts, controversies, applications Stephen P. Robbins |
| title_short | Organizational behavior |
| title_sort | organizational behavior concepts controversies applications |
| title_sub | concepts, controversies, applications |
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