Management of organizational behavior: utilizing human resources
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Englewood Cliffs, NJ
Prentice Hall
1996
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXV, 627 S. graph. Darst. |
| ISBN: | 0132441128 |
Internformat
MARC
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| 245 | 1 | 0 | |a Management of organizational behavior |b utilizing human resources |c Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson |
| 250 | |a 7. ed. | ||
| 264 | 1 | |a Englewood Cliffs, NJ |b Prentice Hall |c 1996 | |
| 300 | |a XXV, 627 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Comportement organisationnel |2 ram | |
| 650 | 7 | |a Gestion |2 ram | |
| 650 | 7 | |a Leadership |2 ram | |
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| 650 | 4 | |a Führung | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Management | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Personnel Management | |
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Datensatz im Suchindex
| _version_ | 1804126934099034112 |
|---|---|
| adam_text | Contents I xiii
Expectations 172 / Organization s Style and
Expectations 172 / Organizational Goals 173
OTHER SITUATIONAL VARIABLES 173
Job Demands 173 / Time 175 / Other
Environmental Variables 175 / External
Environment 176
DEVELOPING STRATEGIES 177
Changing Style 177 / Changes in Expectations versus
Changes in Style 179 / Team Building: Selection
of Key Employees 180 / Changing Situational
Variables 181
DIAGNOSING THE ENVIRONMENT—A CASE 182
Peter Principle Vaccine 185
HOW CAN MANAGERS LEARN TO DEAL WITH ALL THESE
ENVIRONMENTAL VARIABLES? 186
NOTES 186
8 Situational Leadership 188
SITUATIONAL LEADERSHIP 189
The Center for Leadership Studies 189 / Basic Concept
of Situational Leadership 190 / Readiness of the
Followers or Group 192 / Readiness Defined 193
Going from Rl to R2 to R3 199 / Selecting Appropriate
Styles 201 / Appropriate Leadership Styles 206
APPLICATION OF SITUATIONAL LEADERSHIP 207
Determining Appropriate Style 209 / Effective
Task Statements 211 / Direction of Readiness
Change 212 / Instruments to Measure
Readiness 213 / Components of Leadership Style
215
SITUATIONAL LEADERSHIP IN VARIOUS ORGANIZATIONAL
SETTINGS 217
Parent Child Relationships 218 / Ineffective Parent
Styles 218 / Management of Research and
Development Personnel 219 / Educational
Setting 220
UNDERSTANDING EARLIER RESEARCH 222
Determining the Effectiveness of Participation 222 / The
Influence of Cultural Change 223 / Does Situational
Leadership Work? 225
CHANGING LEADERSHIP STYLE APPROPRIATELY 227
NOTES 227
xiv / Contents
9 Situational Leadership, Perception, and the Impact
of Power 229
POWER DEFINED 229
POWER: AN ERODING CONCEPT 230
POSITION POWER AND PERSONAL POWER 231
Selling within Your Own Organization 223
ADDITIONAL BASES OF POWER 234
The Perception of Power 234 / Get the
Information Out 235 / Readiness, Styles,
and Power Bases 236
IS THERE A BEST TYPE OF POWER? 239
Power Bases and Readiness Level 242
INTEGRATING POWER BASES, READINESS LEVEL,
AND LEADERSHIP STYLE THROUGH SITUATIONAL
LEADERSHIP 242
The Situational Use of Power 243 / Developing
Sources of Power 245 / Sources of Power 246
Eroding Sources of Power 247 / Willingness to
Take a Power Role 249 / Do You Want
Power? 250
OTHER VIEWS ON DIFFERENCES BETWEEN MEN
AND WOMEN MANAGERS 251
WHAT ABOUT EMPOWERMENT? 251
THE POWER PERCEPTION PROFILE 252
Development of the Power Perception Profile 252
Uses of the Power Perception Profile 253
SUMMARY 254
NOTES 254
10 Developing Human Resources 257
INCREASING EFFECTIVENESS 258
Breaking the Ineffective Cycle 261
DEVELOPMENTAL CYCLE 262
What s in It for the Manager? 262 / What Do
We Want to Influence? 263 / How Is the Person
Doing Now? 263 / Determining Readiness 264
Increasing Readiness 265 / Successive
Approximations 267 / Time and the Developmental
Cycle 272
Contents I xv
CHANGING READINESS THROUGH BEHAVIOR
MODIFICATION 273
Positive Reinforcement 274
Individualizing Reinforcement 274 / Schedule
of Reinforcement 275 / Consistency in
Reinforcement 276 / Isn t All This Reinforcement
a Form of Bribery? 276
NOTES 277
11 Constructive Discipline 278
THE REGRESSIVE CYCLE 279
Relationship between Ability and Willingness in the
Developmental and Regressive Cycles 282
SOME THINGS TO REMEMBER WHEN DISCIPLINING
AN INDIVIDUAL 284
Making the Intervention Timely 284 / Varying the
Emotional Level 285 / Focusing on Performance
285 / Be Specific, Do Your Homework 286
Keep It Private 286 / Punishment and Negative
Reinforcement 286 / Extinction 288 / When to
(Jse Punishment or Extinction 290 / An Example of
Using Behavior Modification 290
PROBLEMS AND THEIR OWNERSHIP—WHO S GOT
THE PROBLEM? 291
Problem Ownership and Situational Leadership 292
POSITIVE DISCIPLINE 295
SUMMARY 296
NOTES 296
12 Building Effective Relationships 298
LEAD INSTRUMENTATION 299
Leadership Style 299 / Style Range, or
Flexibility 299 / Style Adaptability 300
Flexibility: A Question of Willingness 301 / Is There
Only One Appropriate Style? 302 / Use of LEAD
Instrumentation 303
JOHARI WINDOW 303
Feedback 305 / Disclosure 307 / Self perception
versus Style 309 / Is it Too Late? 312
LEAD PROFILES 314
Sample 314 / Two Style Profile 314
Wide Flexibility 315 / Reference to Situational
xvi / Contents
Leadership 315 / Style Profile 1 3 316 / Style
Profile 1 4 317 / Style Profile 2 3 319 / Style
Profile 1 2 320 / Style Profile 2 4 321 / Style
Profile 3 4 322 / Maximizing Your Management
Staff 324 / Implications for Growth and
Development 324 / Team Building 327
Determining the Leadership Style of a Manager 327
CONTRACTING FOR LEADERSHIP STYLE 328
Adding the Contracting Process 328
MAKING THE PROCESS WORK 329
An Example—Contracting for Leadership Styles in a
School 330 / Using the Readiness Style
Match 330
SUMMARY 334
NOTES 334
13 Communicating With Rapport 336
HOW IMPORTANT IS EFFECTIVE
COMMUNICATION? 336
THE COMMUNICATION PROCESS 338
Leader 339 / Message 339
Follower 341 / Enhanced Model of the Communication
Process 342 / Active Listening 344 / Pacing,
Then Leading 345 / How to Test for Rapport 346
PREFERRED REPRESENTATIONAL SYSTEMS 347
Rep Systems and Communication 348 / Matching
Predicates to Rep Systems 350
ORGANIZATIONAL COMMUNICATION 352
INTERNATIONAL BUSINESS COMMUNICATION 354
SUMMARY 356
NOTES 356
14 Group Dynamics 359
INDIVIDUALS AND GROUPS 361
IMPORTANT DEFINITIONS 362
LEADERSHIP IN A TEAM ENVIRONMENT 365
GROUP PROBLEM SOLVING MODES 369
HELPING AND HINDERING ROLES 371
Contents I xvii
51 (HT/LR) COMPETENCY 373
Helping Role Category: Establishing 373
Hindering Role Category: Aggressive 373
52 (HT/HR) COMPETENCY 374
Helping Role Category: Persuading 374
Hindering Role Category: Manipulative 375
53 (HR/LT) COMPETENCY 376
Helping Role Category: Committing 376
Hindering Role Category: Dependent 377
54 (LR/LT) COMPETENCY 378
Helping Role Category: Attending 378
Hindering Role Category: Avoidance 379
SUMMARY 380
NOTES 381
15 Implementing Situational Leadership: Managing
People to Perform 382
ORGANIZATIONAL PERFORMANCE 383
Goals 385 / Standards 386
Feedback 386 / Means 387
Competence 387 / Motive 387
Opportunity 387
IMPROVING PRODUCTIVITY (AND QUALITY) 388
THE ACHIEVE MODEL 389
Background 389 / Using the ACHIEVE Model 391
PERFORMANCE MANAGEMENT 393
Performance Planning 394 / Coaching 395
Performance Review 396
SUMMARY 396
NOTES 397
16 Implementing Situational Leadership: One Minute
Management 398
ONE MINUTE GOAL SETTING 399
Areas of Accountability 399 / Performance
Standards 400 / Goals Need to Be Clear 401
Reaching Goals Requires Feedback 401 / Performance
Review Can Undermine Performance 402 / Limit the
Number of Goals 403 / Diagnosing Blocks to Goal
Setting 404 / Good Goals Are SMART Goals 405
xviii / Contents
THE ONE MINUTE PRAISING 406
Be Immediate and Specific 406 / State Your
Feelings 406 / Being Close Counts 408
Make Time for Praisings 409
THE ONE MINUTE REPRIMAND 409
Reprimand Behavior, Not the Person 411
The One Minute Apology 412
ADDITIONS TO ONE MINUTE MANAGEMENT FOR THE
1990s 413
Talk Specifics 413 / Build People Up 413 / Hear
People Out 414 / New Skills, New Roles 414
INTEGRATION WITH SITUATIONAL LEADERSHIP 414
SUMMARY 415
NOTES 416
17 Implementing Situational Leadership: Effective
Follow up 417
THE ABCs OF MANAGEMENT 418
THE PRICE SYSTEM 422
P Pinpoint 422 / R Record 426
I lnvolve 428 / C Coach 431
E Evaluate 432
PRINCIPLES IN PRACTICE 433
Transco Energizes 434 / Canadian Pacific Keeps
Trucking 435 / A Fairweather Forecast 436
SUMMARY 437
NOTES 437
18 Implementing Situational Leadership: Making
Decisions That Stick 438
MAKING EFFECTIVE DECISIONS 438
Decision Style 440
DECISION MAKING AND LEADER LATITUDE 442
BUILDING COMMITMENTS 443
Commitment to the Customer 447 / Commitment to the
Organization 449 / Commitment to Self 450
Commitment to People 451 / Commitment to the
Task 453 / Managerial Excellence 453
NOTES 457
Contents I xix
19 Planning and Implementing Change 459
GENERAL FRAMEWORK FOR UNDERSTANDING
CHANGE 460
Diagnosis 461 / Implementation 463
FIRST ORDER AND SECOND ORDER CHANGE 468
UNDERSTANDING STRATEGIC CHANGE 470
CHANGE CYCLES 472
PATTERNS OF COMMUNICATION 477
Relationship between Communication Patterns and Change
Strategies 480
CHANGE PROCESS 481
Unfreezing 481 / Changing 481
Refreezing 482 / Updated Lewin Model
of Change 483 / Creating Psychological Safety
in Change 484 / Change Process—Some
Examples 486
BRINGING CHANGE THEORIES TOGETHER 490
CHANGE PROCESS—RECOMMENDED ACTION 490
The A Victory Model 491
MANAGING INTERGROUP CONFLICT 492
Consequences of Group Competition 492 / Preventing
Intergroup Conflict 493 / Blake, Shepard, and Mouton
Model 494
ORGANIZATIONAL GROWTH 495
ORGANIZATIONAL DEVELOPMENT 498
Organizational Effectiveness and O.D. 498 / A Problem
with Organizational Development 499 / Impact of
Change on the Total System 500
NOTES 501
20 Leadership to Achieve Quality 504
PHASE 1—START UP: CREATING THE VISION 506
PHASE 2—AWARENESS AND EDUCATION: SHARING
THE VISION AND SOLICITING FEEDBACK 508
Feedback from Employees 509 / Feedback from
Internal Customers 511
PHASE 3—SELECTING PERFORMANCE TARGETS:
BUSINESS OBJECTIVES AND CRITICAL SUCCESS
FACTORS 511
xx / Contents
PHASE 4—REINFORCING IMPLEMENTATION: ACHIEVE
IMMEDIATE SUCCESSES 512
Indicators of Progress 512 / Principles of Noneconomic
Decision Making 513
PHASE 5—LIBERATING EMPLOYEES: GIVING EMPLOYEES
THE ABILITY TO IMPLEMENT THE SYSTEM 514
Settlement of Claims 514 / Pledge Adjustments 515
PHASE 6—MEASURING AND MONITORING ONGOING
PERFORMANCE: TRACKING IMPLEMENTATION
PROGRESS 515
Performance Ratios 516 / Daily Sales Charts 516
SUMMARY 516
NOTES 517
21 Leadership Strategies for Organizational
Transformation 519
CHARACTERISTICS OF ORGANIZATIONAL
TRANSFORMATION 520
TRANSFORMATIONAL LEADERSHIP 521
Personal Commitment to the Transformation by the
Leadership 521 / Firm, Relentless, and Indisputable
Communication of the Impossibility of Maintaining the Status
Quo 523 / Clear and Enthusiastic Communication
of an Inspiring Vision of What the Organization Could
Become 523 / Timely Establishment of a Critical Mass
of Support for the Transformation 523
Acknowledging, Honoring, and Dealing with Resistance to the
Transformation 524 / Defining and Setting Up an
Organization That Can Implement the Vision 524
Regular Communication of Information about Progress and
Giving Recognition and Reward for Achievements 524
NO ONE IDEAL WAY FOR TRANSFORMATION 526
ORGANIZATIONAL READINESS FOR
TRANSFORMATION 527
TRANSFORMATIONAL LEADERSHIP ACTIONS 530
Transformational Leadership Strategies 531
THE SITUATIONAL LEADERSHIP FOR TRANSFORMATION
MODEL 532
POWER BASES FOR TRANSFORMATIONAL
LEADERSHIP 535
Contents I xxi
IMPLEMENTING QUALITY USING THE SITCJATIONAL
LEADERSHIP FOR TRANSFORMATION MODEL 539
NOTES 540
22 The Organizational Cone 542
VISION 542
ENERGY 544
Focusing and Directing the Energy 546
MISSION, PURPOSE, AND STAKEHOLDERS 547
STRATEGY AND CULTURE 548
GOALS, PROCESSES, AND TEAM SPIRIT 550
Goals 550 / Processes 550 / Team Spirit 551
ROLES, TASKS, AND RELATIONS 552
THE ORGANIZATIONAL CONE MODEL 552
Management—Position Power—Compliance 552
Leadership—Personal Power—Commitment 553
Alignment and Attunement 554
THE MAGIC TRIANGLE 555
SUMMARY 557
NOTES 558
23 Synthesizing Management Theory: Integrating
Situational Leadership with the Classics 559
SITUATIONAL LEADERSHIP AND MASLOW S AND
HERZBERG S THEORIES OF MOTIVATION 559
SITUATIONAL LEADERSHIP AND McGREGOR S, LIKERT S,
AND ARGYRIS S THEORIES 561
SITUATIONAL LEADERSHIP AND ARGYRIS S, SCHEIN S,
McCLELLAND S, AND McGREGOR S THEORIES 563
SITUATIONAL LEADERSHIP AND THE LEADERSHIP
GRID 565
SITUATIONAL LEADERSHIP, THE LEADERSHIP GRID, AND
LIKERT S CAUSAL, INTERVENING, AND OUTPUT
VARIABLES 567
SITUATIONAL LEADERSHIP AND CONTROL
SYSTEMS 567
xxii / Contents
SITUATIONAL LEADERSHIP AND POWER BASES 567
SITUATIONAL LEADERSHIP AND PARENT EFFECTIVENESS
TRAINING (P.E.T.) 570
SITUATIONAL LEADERSHIP AND ORGANIZATIONAL
GROWTH 571
SITUATIONAL LEADERSHIP AND CHANGE 572
SUMMARY 575
CONCLUSIONS AND REFLECTIONS 575
NOTES 578
Appendix 580
Recommended Supplementary Reading 591
Index 609
|
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| author | Hersey, Paul 1930- Blanchard, Kenneth H. 1939- Johnson, Dewey E. |
| author_GND | (DE-588)12955622X (DE-588)118184938 (DE-588)129556270 |
| author_facet | Hersey, Paul 1930- Blanchard, Kenneth H. 1939- Johnson, Dewey E. |
| author_role | aut aut aut |
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| building | Verbundindex |
| bvnumber | BV012310152 |
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| callnumber-raw | HD58.7 |
| callnumber-search | HD58.7 |
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| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 340 |
| classification_tum | WIR 540 |
| ctrlnum | (OCoLC)34246175 (DE-599)BVBBV012310152 |
| 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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| genre | (DE-588)4151278-9 Einführung gnd-content |
| genre_facet | Einführung |
| id | DE-604.BV012310152 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:25:20Z |
| institution | BVB |
| isbn | 0132441128 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008345167 |
| oclc_num | 34246175 |
| open_access_boolean | |
| owner | DE-91G DE-BY-TUM DE-861 DE-521 |
| owner_facet | DE-91G DE-BY-TUM DE-861 DE-521 |
| physical | XXV, 627 S. graph. Darst. |
| publishDate | 1996 |
| publishDateSearch | 1996 |
| publishDateSort | 1996 |
| publisher | Prentice Hall |
| record_format | marc |
| spelling | Hersey, Paul 1930- Verfasser (DE-588)12955622X aut Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson 7. ed. Englewood Cliffs, NJ Prentice Hall 1996 XXV, 627 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Comportement organisationnel ram Gestion ram Leadership ram Personnel - Direction ram Führung Leadership Management Organizational behavior Personnel Management Psychology, Industrial Organisation (DE-588)4043774-7 gnd rswk-swf Verhaltensforschung (DE-588)4062862-0 gnd rswk-swf Unternehmensleitung (DE-588)4233771-9 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Organisationsverhalten (DE-588)4285859-8 s Führung (DE-588)4018776-7 s 1\p DE-604 Management (DE-588)4037278-9 s Organisation (DE-588)4043774-7 s 2\p DE-604 3\p DE-604 Organisationssoziologie (DE-588)4043788-7 s 4\p DE-604 Verhaltensforschung (DE-588)4062862-0 s 5\p DE-604 Unternehmensleitung (DE-588)4233771-9 s 6\p DE-604 Blanchard, Kenneth H. 1939- Verfasser (DE-588)118184938 aut Johnson, Dewey E. Verfasser (DE-588)129556270 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008345167&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 6\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hersey, Paul 1930- Blanchard, Kenneth H. 1939- Johnson, Dewey E. Management of organizational behavior utilizing human resources Comportement organisationnel ram Gestion ram Leadership ram Personnel - Direction ram Führung Leadership Management Organizational behavior Personnel Management Psychology, Industrial Organisation (DE-588)4043774-7 gnd Verhaltensforschung (DE-588)4062862-0 gnd Unternehmensleitung (DE-588)4233771-9 gnd Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4043774-7 (DE-588)4062862-0 (DE-588)4233771-9 (DE-588)4043788-7 (DE-588)4285859-8 (DE-588)4018776-7 (DE-588)4037278-9 (DE-588)4151278-9 |
| title | Management of organizational behavior utilizing human resources |
| title_auth | Management of organizational behavior utilizing human resources |
| title_exact_search | Management of organizational behavior utilizing human resources |
| title_full | Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson |
| title_fullStr | Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson |
| title_full_unstemmed | Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson |
| title_short | Management of organizational behavior |
| title_sort | management of organizational behavior utilizing human resources |
| title_sub | utilizing human resources |
| topic | Comportement organisationnel ram Gestion ram Leadership ram Personnel - Direction ram Führung Leadership Management Organizational behavior Personnel Management Psychology, Industrial Organisation (DE-588)4043774-7 gnd Verhaltensforschung (DE-588)4062862-0 gnd Unternehmensleitung (DE-588)4233771-9 gnd Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Comportement organisationnel Gestion Leadership Personnel - Direction Führung Management Organizational behavior Personnel Management Psychology, Industrial Organisation Verhaltensforschung Unternehmensleitung Organisationssoziologie Organisationsverhalten Einführung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008345167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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