Behavior in organizations: understanding and managing the human side of work
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice Hall
2003
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| Ausgabe: | 8. ed. |
| Schriftenreihe: | International edition
|
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 637-660) and indexes |
| Beschreibung: | XXVIII, 691 S. Ill., graph. Darst. |
| ISBN: | 0131115928 |
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| 245 | 1 | 0 | |a Behavior in organizations |b understanding and managing the human side of work |c Jerald Greenberg ; Robert A. Baron |
| 250 | |a 8. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice Hall |c 2003 | |
| 300 | |a XXVIII, 691 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 490 | 0 | |a International edition | |
| 500 | |a Includes bibliographical references (p. 637-660) and indexes | ||
| 650 | 7 | |a Organisatiegedrag |2 gtt | |
| 650 | 4 | |a Organizational behavior | |
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Datensatz im Suchindex
| _version_ | 1804129773836828672 |
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| adam_text | PART I: INTRODUCTION TO ORGANIZATIONAL BEHAVIOR 1
1. The Field of Organizational Behavior 1
PART II: BASIC HUMAN PROCESSES 37
2. Perception and Learning: Understanding and Adapting
to the Work Environment 37
3. Individual Differences: Personality and Abilities 79
4. Emotions and Stress on the Job 113
PART HI: THE INDIVIDUAL IN THE ORGANIZATION 145
5. Work Related Attitudes: Feelings About Jobs, Organizations, and People 145
6. Motivation in Organizations 188
7. Career Dynamics 227
PART IV: GROUP DYNAMICS 271
8. Group Processes and Work Teams 271
9. Communication in Organizations 316
10. Decision Making in Organizations 357
11. Interpersonal Behavior: Working with and Against Others 403
PARTV: INFLUENCING OTHERS 436
12. Influence, Power, and Politics in Organizations 436
13. Leadership in Organizations 469
14. Organizational Culture, Creativity, and Innovation 513
PART VI: ORGANIZATIONAL PROCESSES 547
15. Organizational Structure and Design 547
16. Managing Organizational Change: Strategic Planning
and Organizational Development 586
APPENDIX
I. Theory and Research: Tools for Learning About Behavior in Organizations 623
Notes 637
Glossary 661
Photo Credits 673
Company Index 675
Name Index 679
Subject Index 681
ddtcc rnNTFNTS ^
Preface xxi
Acknowledgments xxvii
PART I: INTRODUCTION TO ORGANIZATIONAL BEHAVIOR 1
Chapter 1: The Field of Organizational Behavior 1
¦ PREVIEW CASE: PHARMACIA: WHERE PEOPLE ARE THE PRESCRIPTION FOR
SUCCESS 1
Organizational Behavior: Its Basic Nature 3
What Is the Field of Organizational Behavior All About? 4 ¦ Why Is It Important to
Know About OB? 6
What Are the Field s Fundamental Assumptions? 8
OB Recognizes the Dynamic Nature of Organizations 8 ¦ OB Assumes There Is No
One Best Approach 9
OB Then and Now: A Capsule History 9
The Early Days: Scientific Management and the Hawthorne Studies 9 ¦ Classical
Organizational Theory 10 ¦ Late Twentieth Century: Organizational Behavior as a
Social Science 12 ¦ OB Today: The Infotech Age 12
OB Responds to the Rise of Globalization and Diversity 13
International Business and the Global Economy 13 ¦ The Shifting Demographics of
the Workforce: Trends Toward Diversity 17
OB Responds to Advances in Technology 19
Leaner Organizations: Downsizing and Outsourcing 20 ¦ The Virtual Corporation: A
Network of Temporary Organizations 22 ¦ Telecommuting: Going to Work Without
Leaving Home 22
OB Responds to People s Changing Expectations 23
In Search of Flexibility: Responding to Needs of Employees 23 ¦ The Quality
Revolution 27 ¦ Corporate Social Responsibility: The (Sometimes) Ethical
Organization 28
Summary and Review of Learning Objectives 31
Points to Ponder 32
Developing OB Skills 33
Case in Point: There s No Business Like Shoyu Business 35
¦ Special Sections
OB IN A DIVERSE WORLD: Iceland Unplugged—and Thriving 14
BEST PRACTICES: Employee Support Policies 18
OB INANE WORLD: Making Telecommuting Work 24
HOW TO DO IT: Conducting an Ethics Audit 30
¦ PART II: BASIC HUMAN PROCESSES 37 Chapter 2: Perception and Learning: Understanding and
Adapting to the Work Environment 37
¦ PREVIEW CASE: PREPARING SALES REPS FOR THE REAL WHIRLED 37
Social Perception and Social Identity: Understanding Others and Ourselves 38
Social Perception: What Are Others Like? 39 ¦ Social Identity Theory:
Who Are You? 40
The Attribution Process: Judging the Causes of Others Behavior 41
Making Correspondent Inferences: Using Acts to Judge Dispositions 41 ¦ Causal
Attribution of Responsibility: Answering the Question Why? 42
The Imperfect Nature of Social Perception 43
Stereotypes: Fitting Others into Categories 44 ¦ Perceptual Biases: Systematic Errors
in Perceiving Others 46 ¦ Self Fulfilling Prophecies: The Pygmalion Effect and the
Golem Effect 48
Perceiving Others: Organizational Applications 50
Performance Appraisal: Formal Judgments About Job Performance 50 ¦ Impression
Management in the Employment Interview: Looking Good to Prospective Employers
52 ¦ Corporate Image: Impression Management by Organizations 53
Learning: Adapting to the World Around Us 55
Operant Conditioning: Learning Through Rewards and Punishments 56 ¦
Observational Learning: Learning by Imitating Others 59
Applications of Learning in Organizations 60
Training: Learning and Developing Job Skills 61 ¦ Innovative Reward Systems: Going
Beyond Merit Pay 64 ¦ Organizational Behavior Management: Positively Reinforcing
Desirable Organizational Behaviors 66 ¦ Discipline: Eliminating Undesirable
Organizational Behaviors 67 ¦ Knowledge Management: Sharing What Is Known 70
Summary and Review of Learning Objectives 72
Points to Ponder 74
Developing OB Skills 75
Case in Point: Finding a Safe Way to Smile at Safeway 77
H Special Sections
HOW TO DO IT: Overcoming Bias in Social Perception 49
OB IN A DIVERSE WORLD: Performance Evaluations: Comparing the United States
and Japan 52
OB INANE WORLD: E Training: Booming—But Beware 64
BEST PRACTICES: Using 360 Degree Feedback: Three Profiles 68
Chapter 3: Individual Differences: Personality
and Abilities 79
¦ PREVIEW CASE: THE LIFE OF THE PARTY? 79
Personality: What It Is and How It Is Measured 81
Defining Personality 81 ¦ The Role of Personality in Organizational Behavior 81 ¦
How Do We Measure Personality? 83
Key Work Related Aspects of Personality 85
The Big Five Dimensions of Personality: Our Most Fundamental Traits 85 ¦ Positive
and Negative Affectivity: Tendencies Toward Feeling Good or Bad 87 ¦ Two Aspects of
the Self: Self Efficacy and Self Monitoring 88
Additional Work Related Aspects of Personality 92
Machiavellianism: Using Others to Get Ahead 92 ¦ The Type A Behavior Pattern:
Being in a Hurry—and Irritable—Can Be Costly to Your Health 94 ¦ Achievement
Motivation: The Quest for Excellence 95 ¦ Morning Persons and Evening Persons:
Oh, How I Hate to Get Up in the... 98
Abilities: Having What It Takes 100
Intellectual Abilities: Various Forms of Intelligence 100 ¦ Physical Abilities 105
Summary and Review of Learning Objectives 106
Points to Ponder 107
Developing OB Skills 109
Case in Point: Nancy s Quiche: Where People Skills Really Matter 111
¦ Special Sections
BEST PRACTICES: Increasing Self Efficacy Among Employees 90
OB IN A DIVERSE WORLD: Achievement Motivation and Economic Growth 98
HOW TO DO IT: Coping with the Graveyard Shift 99
OB INANE WORLD: Are Face to Face Meetings Obsolete? For Some Purposes and
Some People, the Answer is Yes 102
Chapter 4: Emotions and Stress on the Job 113
¦ PREVIEW CASE: SEPH BARNARD: AN ENTREPRENEUR TIRED AND TRUE 113
Emotions and Mood in Organizations 114
The Basic Nature of Emotions 115 ¦ The Basic Nature of Mood 116 ¦ Emotions,
Mood, and Job Performance 117
Managing Emotions in Organizations 118
Emotional Dissonance and Emotional Labor 118 ¦ Organizational Compassion:
Managing Emotion in Times of Trauma 119
Stress in Organizations 121
What Is Stress? 121 ¦ Causes of Stress in the Workplace 122 ¦ Major Effects of
Organizational Stress 128
Reducing Stress: What Can Be Done? 131
Organizational Resources for Managing Stress 131 ¦ How Can You Manage Your
Own Stress? 132 ¦ Putting It All Together: Three Major Approaches to Reducing
Stress 136
Summary and Review of Learning Objectives 138
Points to Ponder 139
Developing OB Skills 140
Case in Point: Parenthood and Dot Coms:A Recipe for Stress 142
Video Case: Stress 144
M Special Sections
OB INANE WORLD: Using Emoticons to Express Emotions in E Mail: Do Those
Smiley Faces Make Any Difference? 116
HOW TO DO IT: Coping with the Emotional Fallout of Terrorism: How Can
Companies Help? 120
OB IN A DIVERSE WORLD: Who s More Stressed Out: Men or Women? 132
BEST PRACTICES: Fighting the Battle Against Stress 134
¦ PART III: THE INDIVIDUAL IN THE ORGANIZATION 145 Chapter 5: Work Related Attitudes: Feelings About Jobs,
Organizations, and People 145
¦ PREVIEW CASE: ISLAM 101 : BASIC TRAINING AT FORD AFTER
SEPTEMBER 11 145
Attitudes: What Are They? 147
Three Essential Components of Attitudes 147 ¦ Basic Definitions 148
Job Satisfaction: Attitudes Toward One s Job 148
Are People Generally Satisfied with Their Jobs? 148 ¦ Measuring Job Satisfaction:
Assessing Reactions to Work 151 ¦ Theories of Job Satisfaction 153
Consequences of Job Dissatisfaction 156
Absenteeism 156 ¦ Turnover 156 ¦ Task Performance: Are Happy Workers
Productive Workers? 158 ¦ Guidelines for Promoting Job Satisfaction 159
Organizational Commitment: Feelings of Attachment Toward Organizations 160
Varieties of Organizational Commitment 161 ¦ Why Strive for a Committed
Workforce? 163 ¦ Approaches to Developing Organizational Commitment 164
Prejudice: Negative Attitudes Toward Others 168
Prejudice Versus Discrimination: A Key Distinction 168 ¦ The Reality of Diversity and
the Problems of Prejudice 169
Everyone Can Be a Victim of Prejudice 169
Prejudice Based on Age 170 ¦ Prejudice Based on Physical Condition 170 ¦
Prejudice Against Women 171 ¦ Prejudice Based on Sexual Orientation 172 ¦
Prejudice Based on Race and National Origin 173 ¦ Prejudice Based on Religion 173
Managing a Diverse Workforce: Current Practices 175
Do Companies Care About Diversity? 175 ¦ What Are Today s Companies Doing
About Diversity? 175 ¦ Varieties of Diversity Management Programs 177 ¦ Diversity
Management Is Generally Effective 180
Summary and Review of Learning Objectives 181
Points to Ponder 183
Developing OB Skills 184
Case in Point: Texaco Yesterday Versus Today: Now, Only the Oil Is Crude 186
I Special Sections
OB IN A DIVERSE WORLD: Absenteeism: Same Behavior, Different Meaning in
Different Countries 164
OB INANE WORLD: Gripe Sites: Where Dissatisfied Workers Go to Cyber Vent and
Good Managers Go to Learn 166
BEST PRACTICES: The Very Best at Diversity: Pacific Enterprises 178
HOW TO DO IT: Avoiding Pitfalls in Diversity Management 180
Chapter 6: Motivation in Organizations 188
¦ PREVIEW CASE: PAULA LAWLOR: NOT YOUR ORDINARY CEO 188
Motivation in Organizations: Its Basic Nature 190
Components of Motivation 190 ¦ Three Key Points About Motivation 191
Motivating by Meeting Needs 192
Maslow s Need Hierarchy Theory 192 ¦ Alderfer s ERG Theory 194 ¦ Managerial
Applications of Need Theories 195
Motivating by Setting Goals 196
Goal Setting Theory 196 ¦ Managers Guidelines for Setting Effective Performance
Goals 197
Motivating by Being Fair: Organizational Justice 200
Distributive Justice: Equity Theory 201 ¦ Procedural Justice: Making Decisions Fairly
204 ¦ Interactional Justice 205 ¦ Organizational Justice: Some Motivational Tips for
Managers 205
Motivating by Altering Expectations 207
Basic Elements of Expectancy Theory 207 ¦ Managerial Applications of Expectancy
Theory 209
Motivating by Structuring Jobs to Make Them Interesting 212
Job Enlargement and Job Enrichment 213 ¦ The Job Characteristics Model 214 ¦
Techniques for Designing Jobs That Motivate: Some Managerial Guidelines 218
Summary and Review of Learning Objectives 219
Points to Ponder 221
Developing OB Skills 221
Case in Point: Wal Mart: Everyday Motivated Employees 224
Video Case: Motivating Employees 226
I Special Sections
BEST PRACTICES: Meeting Needs in High Style 198
OB IN A DIVERSE WORLD: Why Do Americans Work Longer Hours
Than Germans? 210
OB INANE WORLD: Incentive Stock Options at Dot Corns: Then and Now 214
HOW TO DO IT: Making Autonomy Work 218
Chapter 7: Career Dynamics 227
¦ PREVIEW CASE: FOR TODAY S M.B.A. S, JOB CHOICE IS DOT COMPLICATED 227
The Basic Nature of Careers 228
What Is a Career? 228 ¦ Today s Careers Are Not What They Used to Be 230 ¦ Types
of Careers 233 ¦ Career Stages 236
Making Career Choices 237
Holland s Theory of Vocational Choice 237 ¦ Career Anchors 240 ¦ Job
Opportunities 241
Organizational Socialization: Learning the Ropes 241
Anticipatory Socialization: Avoiding Entry Shock with Realistic Job Previews 241 ¦
The Encounter Stage 244 ¦ The Metamorphosis Stage 244
Mentoring: Socializing People Individually 245
Development of the Mentoring Process 245 ¦ Benefits and Costs of Mentoring 246 ¦
Mentoring Members of Diverse Groups 248
Challenges in Established Careers 248
Confronting the Career Plateau 249 ¦ Making Career Changes 250 ¦ Planning for
Succession and Retirement 253
Personal Challenges and Strategies for Career Management 256
Job Rotation 256 ¦ Entrepreneurship: Should You Start Your Own Business? 257 ¦
Starting a Home Based Business 259 ¦ The Glass Ceiling: A Career Challenge for
Women 261 ¦ Dealing with the Dual Career 262 ¦ Hiring a Career Coach 264
Summary and Review of Learning Objectives 264
Points to Ponder 266
Developing OB Skills 266
Case in Point: Tool s Career Takes Its Toll 269
H Special Sections
OB IN A DIVERSE WORLD: Lifetime Employment: Why It Exists—and Still Works—in
Japan 232
OB INANE WORLD: Making Connections in Cyberspace: Online Networking 252
HOW TO DO IT: Tips on Finding a New Job 254
BEST PRACTICES: Helping Entrepreneurs Make It B.I. G. 260
¦ PART IV: GROUP DYNAMICS 271 Chapter 8: Group Processes and Work Teams 271
¦ PREVIEW CASE: PEOPLE POWER AT CONSOLIDATED DIESEL 271
Groups at Work: Their Basic Nature 273
What Is a Group? A Working Definition 273 ¦ Types of Groups 274 ¦ Why Do People
Join Groups? 275 ¦ How Groups Are Formed 277
The Structural Dynamics of Work Groups 279
Roles: The Hats We Wear 279 ¦ Norms: A Group s Unspoken Rules 280 ¦ Status: The
Prestige of Group Membership 281 ¦ Cohesiveness: Getting the Team Spirit 283
Individual Performance in Groups 284
Social Facilitation: Working in the Presence of Others 284 ¦ Social Loafing: Free
Riding When Working with Others 287
Teams: Special Kinds of Groups 291
Defining Teams and Distinguishing Teams from Groups 291 ¦ Types of Teams 293 ¦
Creating Teams: A Four Stage Process 299
Effective Team Performance 300
How Successful Are Teams? A Look at the Evidence 300 ¦ Potential Obstacles to
Success: Why Some Teams Fail 302
How to Develop Successful Teams 303
Provide Training in Team Skills 303 ¦ Compensate Team Performance 305 ¦ Provide
Support 305 ¦ Communicate the Urgency of the Team s Mission 307 ¦ Promote
Cooperation Within and Between Teams 308 ¦ Select Team Members Based on Their
Skills or Potential Skills 308 ¦ A Cautionary Note: Developing Successful Teams
Requires Patience 308
Summary and Review of Learning Objectives 309
Points to Ponder 310
Developing OB Skills 311
Case in Point: A Team Approach to Selling at Cutler Hammer 313
Video Case: Work Groups 315
M Special Sections
OB IN A DIVERSE WORLD: Performance in Culturally Diverse Groups 290
HOW TO DO IT: Learning from High Performance Teams 294
BEST PRACTICES: SEI Investments: Where Total Teamwork Rules 298
OB INANE WORLD: Extreme Team Building: A Metaphor for the Internet
Economy 306
Chapter 9: Communication in Organizations 316
¦ PREVIEW CASE: US WEST: INFORMATION SHARING IN REAL TIME 316
Communication: Its Basic Nature 318
Communication: A Working Definition and Description of the Process 318
The Fundamental Role of Communication in Organizations 320
Verbal Communication: Sharing Messages with Words 321
Traditional Verbal Media Vary in Richness 322 ¦ Computer Mediated
Communication 323 ¦ Matching the Medium to the Message 324
Nonverbal Communication: Communicating Without Words 325
Style of Dress: Communicating by Appearance 326 ¦ Time: The Waiting Game 327 ¦
The Use of Space: What Does It Say About You? 328
Individual Differences in Communication 329
Personal Communication Style 329 ¦ Gender Differences in Communication: Do
Women and Men Communicate Differently? 331 ¦ Cross Cultural Differences in
Communication 332
Formal and Informal Communication in Organizations 332
Formal Communication: Up, Down, and Across the Organizational Chart 333 ¦
Informal Communication Networks: Behind the Organizational Chart 336 ¦
Communicating Inside Versus Outside the Organization 339
Improving Your Communication Skills 340
Use Simple, Clear Language 341 ¦ Become an Active, Attentive Listener 341 ¦
Gauge the Flow of Information: Avoiding Overload 343 ¦ Give and Receive Feedback:
Opening Channels of Communication 345 ¦ Be a Supportive Communicator:
Enhancing Relationships 347 ¦ Use Inspirational Communication Tactics 348
Summary and Review of Learning Objectives 350
Points to Ponder 352
Developing OB Skills 353
Case in Point: Physician Sales Service: Where Keeping Up with Policies Is More
Fun Than Any Policy Manual 355
I Special Sections
OB INANE WORLD: The Spam Problem: Costlier Than You May Think 320
OB IN A DIVERSE WORLD: Hola and Hello : Welcome to StarMedia s
Trilingual Webcast 324
OB IN A DIVERSE WORLD: Promoting Cross Cultural Communication 334
HOW TO DO IT: Communicating the Ultimate Organizational Bad News: You re
Fired! 336
BEST PRACTICES: Mistake of the Month 348
Chapter 10: Decision Making in Organizations 357
¦ PREVIEW CASE: THE ENRON ARTHUR ANDERSEN SCANDAL: DECISION
MAKING GONE AWRY 357
The Nature of Decision Making 359
A General, Analytical Model of the Decision Making Process 359 ¦ The Broad
Spectrum of Organizational Decisions 361
Factors Affecting Decisions in Organizations 365
Decision Style: Individual Differences in Decision Making 365 ¦ Group Influences: A
Matter of Trade Offs 368 ¦ Organizational Barriers to Effective Decisions 369 ¦
Cultural Differences in Decision Making 370 ¦ Time Pressure: Making Decisions in
Emergencies 371
How Are Individual Decisions Made? 373
The Rational Economic Model: In Search of the Ideal Decision 373 ¦ The
Administrative Model: The Limits of Human Rationality 373 ¦ Image Theory: An
Intuitive Approach to Decision Making 374
Imperfections in Individual Decisions 375
Framing Effects 376 ¦ Reliance on Heuristics 378
The Inherently Biased Nature of Individual Decisions 378
Bias Toward Implicit Favorites 379 ¦ Hindsight Bias 379 ¦ Person Sensitivity
Bias 380 ¦ Escalation of Commitment Bias 381
Group Decisions: Do Too Many Cooks Spoil the Broth? 383
When Are Groups Superior to Individuals? 383 ¦ When Are Individuals Superior to
Groups? 385
Traditional Techniques for Improving the Effectiveness of Decisions 385 Techniques for Improving Individual Decision Making 386 ¦ Techniques for
Enhancing Group Decisions 389
Computer Based Approaches to Promoting Effective Decisions 393
Electronic Meetings 393 ¦ Computer Assisted Communication 393 ¦ Group
Decision Support Systems 395
Summary and Review of Learning Objectives 396
Points to Ponder 397
Developing OB Skills 398
Case in Point: Keeping the New Orleans Saints Marching Down the Field 401
M Special Sections
BEST PRACTICES: Naval Officers Use Decision Support Systems to Make Combat
Decisions 362
OB IN AN E WORLD: Adaptive Agents as Decision Aids 366
HOW TO DO IT: Strategies for Avoiding Groupthink 3 70
OB IN A DIVERSE WORLD: Are U.S. Businesses Overly Concerned About Ethical
Decisions? 388
Chapter 11: Interpersonal Behavior: Working With and
Against Others 403
¦ PREVIEW CASE: A VENTI CUP OF TRUST BREWS AT STARBUCKS 403
The Dynamics of Interpersonal Relationships 405
Psychological Contracts: Our Expectations of Others 405 ¦ The Importance of Trust
in Relationships 406
Prosocial Behavior: Helping Others 408
Organizational Citizenship Behavior: Above and Beyond Job Requirements 409 ¦
Whistle Blowing: Helping Through Dissent 410
Cooperation: Providing Mutual Assistance 412
Pure Competition Occurs Rarely 412 ¦ Determinants of Cooperation 413 ¦
Cooperation Between Organizations 414
Conflict: The Inevitable Result of Incompatible Interests 416
Causes of Conflict 416 ¦ Consequences of Conflict: Both Negative and Positive 417
Managing Organizational Conflict 419
Negotiating Win Win Solutions 419 ¦ Alternative Dispute Resolution 420
Deviant Organizational Behavior 422
Varieties of Deviant Behavior 423 ¦ Workplace Aggression: Physical or Verbal Abuse
and Bullying 424 ¦ Employee Theft 429
Summary and Review of Learning Objectives 430
Points to Ponder 431
Developing OB Skills 432
Case in Point: The True Story of George, the ParaiUegal 434
I Special Sections
HOW TO DO IT: Being an Effective Whistle Blower 413
BEST PRACTICES: Integrative Agreements as Solutions to Organizational Conflicts 422
OB IN A DIVERSE WORLD: Negotiating Tactics in the United States, Germany, and
Japan 424
OB INAN E WORLD: Cyberloafing: Deviant Behavior Goes High Tech 426
PARTV: INFLUENCING OTHERS 436 —¦
Chapter 12: Influence, Power, and Politics
in Organizations 436
¦ PREVIEW CASE: THE MAN WHO SWALLOWED CHRYSLER 436
Social Influence: A Basic Organizational Process 438
Social Influence, Power, and Politics: Their Basic Nature 438 ¦ Tactics of Social
Influence: Getting to Yes 439 ¦ Other Tactics of Influence 441
Individual Power: A Basis for Influence 443
Position Power: Influence That Comes with the Office 443 ¦ Personal Power:
Influence That Comes from the Individual 445 ¦ Power: How Is It Used? 447 ¦
Empowerment: The Shifting Bases of Power in Today s Organizations 448 ¦
Employees Reactions to Empowerment: Always Positive? 449
Group or Subunit Power: Structural Determinants 450
The Resource Dependency Model: Controlling Critical Resources 451 ¦ The Strategic
Contingencies Model: Power Through Dependence 453
Organizational Politics: Power in Action 454
The Antecedents of Politics: Why and When It Occurs 455 ¦ Political Tactics: What
Forms Do They Take? 457 ¦ Organizational Politics: Its Effects 458
The Ethics of Organizational Politics 459
What, If Anything, Is Unethical About Organizational Politics? 459 ¦ Assessing the
Ethics of Political Behavior 461
Summary and Review of Learning Objectives 463
Points to Ponder 464
Developing OB Skills 465
Case in Point: The Smith Brothers: A Low KeyApproach to Gaining—and
Keeping—Organizational Power 468
I Special Sections
OB INANE WORLD: Download Time: Is It Always a Negative for Companies Doing
E Business? 440
HOW TO DO IT: ProtectingYourselffrom Unwanted Influence 442
BEST PRACTICES: Joe Torre: The Yankees Power Hitter withouta Bat 446
OB IN A DIVERSE WORLD: Empowerment in Low Power Distance and High Power
Distance Cultures 450
Chapter 13: Leadership in Organizations 469
¦ PREVIEW CASE: URBAN BOX OFFICE LOSES ITS LEADER, THEN
THE BUSINESS 469
The Nature of Leadership 470
Leadership: A Working Definition 470 ¦ Leaders Versus Managers: A Key
Distinction—At Least in Theory 471
The Trait Approach to Leadership: Having the Right Stuff 472
The Great Person Theory 473 ¦ What Are the Characteristics of Great Leaders? 473
Leadership Behavior: What Do Leaders Do? 474
Participative Versus Autocratic Leadership Behaviors 475 ¦ Person Oriented Versus
Production Oriented Leaders 477 ¦ Developing Successful Leadership Behavior: Grid
Training 478
Leaders and Followers 479
The Leader Member Exchange (LMX) Model: The Importance of Being in the
In Group 480 ¦ The Challenge of Leading Work Teams 481 ¦ The Attribution
Approach: Leaders Explanations of Followers Behavior 484
Change Oriented Leadership: Future Visions 485
Charismatic Leadership: That Something Special 486 ¦ Transformational
Leadership: Beyond Charisma 488
Contingency Theories of Leader Effectiveness 490
LPC Contingency Theory: Matching Leaders and Tasks 491 ¦ Situational Leadership
Theory: Adjusting Leadership Style to the Situation 493 ¦ Path Goal Theory: Leaders
as Guides to Valued Goals 494 ¦ Normative Decision Theory: The Right Time for
Employee Participation 495 ¦ Substitutes for Leadership: When Leaders Are Superfluous 500
Leadership Development: Bringing Out the Leader Within You 502
360 Degree Feedback 503 ¦ Networking 504 ¦ Executive Coaching 504 ¦
Mentoring 506 ¦ Job Assignments 506 ¦ Action Learning 507
Summary and Review of Learning Objectives 507
Points to Ponder 509
Developing OB Skills 509
Case in Point: Chan Sun: Not Your Typical Advertising Executive—Yet 512
B Special Sections
HOW TO DO IT: Boosting Cultural Intelligence 4 75
BEST PRACTICES: Coaching: From Locker Room to Boardroom 496
OB IN AN E WORLD: Leading in the Digital Age 502
OB IN A DIVERSE WORLD: Guanxi: Social Networking in China 504
Chapter 14: Organizational Culture, Creativity, and
Innovation 513
¦ PREVIEW CASE: SULLIVAN PARK: WHERE CORNING INVENTS THE FUTURE 513
The Basic Nature of Organizational Culture 515
Organizational Culture: A Definition and Core Characteristics 515 ¦ Cultures Within
Organizations: One or Many? 518 ¦ The Role of Culture in Organizations 518
Identifying Organizational Cultures: The Double S Cube 518
Two Underlying Dimensions of Organizational Culture 519 ¦ Four Organizational
Cultures 520 ¦ Interpreting Organizational Culture 521
Creating and Sustaining Organizational Culture 522
How Is Organizational Culture Created? 522 ¦ Tools for Transmitting Culture 523
Organizational Culture: Its Consequences and Capacity to Change 526
The Effects of Organizational Culture 526 ¦ Why and How Does Organizational
Culture Change? 528
Creativity in Individuals and Teams 529
Components of Individual and Team Creativity 530 ¦ A Model of the Creative
Process 532
Promoting Creativity in Organizations 533
Training People to Be Creative 533 ¦ Developing Creative Work Environments 533
The Process of Innovation 536
Components of Innovation: Basic Building Blocks 536 ¦ Stages of the Organizational
Innovation Process 538
Summary and Review of Learning Objectives 540
Points to Ponder 542
Developing OB Skills 543
Case in Point: IDEO: Where Silliness Is Taken Seriously 545
I Special Sections
OB INANE WORLD: Today, High Tech Start Ups Fill the Spirit Rather Than the
Bank Account 516
HOW TO DO IT: Boosting Creativity by Making Jobs Intrinsically Interesting 534
OB IN A DIVERSE WORLD: Where in the World Is Entrepreneurial Creativity
Promoted? 536
BEST PRACTICES: How Effective Companies Inspire Innovation 540
PART VI: ORGANIZATIONAL PROCESSES 547 m—m
Chapter 15: Organizational Structure and Design 547
¦ PREVIEW CASE: VF CORP. SEWS TOGETHER ITS OPERATIONS 547
Organizational Structure: The Basic Dimensions of Organizations 548
Hierarchy of Authority: Up and Down the Organizational Ladder 550 ¦ Division of
Labor: Carving Up the Jobs 551 ¦ Span of Control: Breadth of Responsibility 552
Line Versus Staff Positions: Decision Makers Versus Advisors 553 ¦ Decentralization:
Delegating Power Downward 554
Departmentalization: Ways of Structuring Organizations 555
Functional Organizations: Departmentalization by Task 555 ¦ Product Organizations:
Departmentalization by Type of Output 556 ¦ Matrix Organizations:
Departmentalization by Both Function and Product 558
Organizational Design: Coordinating the Structural Elements of Organizations 560
Classical and Neoclassical Approaches: The Quest for the One Best Design 561 ¦ The
Contingency Approach: Design According to Environmental Conditions 562 ¦
Mintzberg s Framework: Five Organizational Forms 566 ¦ The Boundaryless
Organization: A New Corporate Architecture 568
Interorganizational Designs: Going Beyond the Single Organization 572
Conglomerates: Diversified Megacorporations 573 ¦ Strategic Alliances: Joining
Forces for Mutual Benefit 574
Summary and Review of Learning Objectives 578
Points to Ponder 580
Developing OB Skills 581
Case in Point: Ameritech and Random House Join Forces on Emerging
Technology 583
Video Case: Organizational Structure 585
M Special Sections
HOW TO DO IT: Designing High Tech Organizations with Flexibility in Mind 559
BEST PRACTICES: Horizontal Organizations: Structuring by Process 562
OB INANE WORLD: When Should an Organization Go Virtual? 572
OB IN A DIVERSE WORLD: Joint Ventures in China: Beware of Obstacles 576
Chapter 16: Managing Organizational Change: Strategic
Planning and Organizational Development 586
¦ PREVIEW CASE: MAKING CHANGE AT THE U.S. MINT 586
The Prevalence of Change in Organizations 588
The Message Is Clear: Change or Disappear! 588 ¦ Change Is a Global
Phenomenon 590
The Nature of the Change Process 590
Targets: What Is Changed? 590 ¦ Forces Behind Unplanned Organizational
Change 593
Strategic Planning: Deliberate Change 595
Basic Assumptions About Strategic Planning 595 ¦ About What Do Companies Make
Strategic Plans? 596 ¦ The 10 Steps of the Strategic Planning Process 598
Resistance to Change: Maintaining the Status Quo 601
Individual Barriers to Change 601 ¦ Organizational Barriers to Change 602 ¦
Readiness for Change: When Will Organizational Change Occur? 603 ¦ How Can
Resistance to Organizational Change Be Overcome? 604
Organizational Development Interventions: Implementing Planned Change 607
Management by Objectives: Clarifying Organizational Goals 607 ¦ Survey Feedback:
Inducing Change by Sharing Information 609 ¦ Appreciative Inquiry 610
Action Labs 611 ¦ Quality of Work Life Programs: Humanizing the Workplace 612
Critical Questions About Organizational Development 613
The Effectiveness of Organizational Development: Does It Really Work? 613 ¦ Is
Organizational Development Dependent on National Culture? 614 ¦ Is
Organizational Development Inherently Unethical? 616
Summary and Review of Learning Objectives 617
Points to Ponder 618
Developing OB Skills 619
Case in Point: GM Is Driven to Change—And the Chevrolet SSR Is the Vehicle 621
Video Case: Organizational Change 622
I Special Sections
OB IN A DIVERSE WORLD: Strategic Values: More American Than Universal 602
HOW TO DO IT: Making Changes Stick: Tips from Three Established
Organizations 608
OB INANE WORLD: Using Online Competitive Intelligence for Organizational
Change 610
BEST PRACTICES: Simulating Organizational Change 614
Appendix I: Theory and Research: Tools for Learning About
Behavior in Organizations 623
Notes 637
Glossary 661
Photo Credits 673
Company Index 675
Name Index 679
Subject Index 681
|
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| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7 |
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| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 8. ed. |
| format | Book |
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| indexdate | 2024-07-09T19:10:28Z |
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| isbn | 0131115928 |
| language | English |
| lccn | 2001058813 |
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| spelling | Greenberg, Jerald Verfasser aut Behavior in organizations understanding and managing the human side of work Jerald Greenberg ; Robert A. Baron 8. ed. Upper Saddle River, NJ Prentice Hall 2003 XXVIII, 691 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier International edition Includes bibliographical references (p. 637-660) and indexes Organisatiegedrag gtt Organizational behavior Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Organisationspsychologie (DE-588)4043786-3 s Organisationsverhalten (DE-588)4285859-8 s 2\p DE-604 Baron, Robert A. 1943- Sonstige (DE-588)143146882 oth http://www.loc.gov/catdir/toc/fy034/2001058813.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010164204&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 |
| spellingShingle | Greenberg, Jerald Behavior in organizations understanding and managing the human side of work Organisatiegedrag gtt Organizational behavior Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4043786-3 (DE-588)4285859-8 (DE-588)4123623-3 |
| title | Behavior in organizations understanding and managing the human side of work |
| title_auth | Behavior in organizations understanding and managing the human side of work |
| title_exact_search | Behavior in organizations understanding and managing the human side of work |
| title_full | Behavior in organizations understanding and managing the human side of work Jerald Greenberg ; Robert A. Baron |
| title_fullStr | Behavior in organizations understanding and managing the human side of work Jerald Greenberg ; Robert A. Baron |
| title_full_unstemmed | Behavior in organizations understanding and managing the human side of work Jerald Greenberg ; Robert A. Baron |
| title_short | Behavior in organizations |
| title_sort | behavior in organizations understanding and managing the human side of work |
| title_sub | understanding and managing the human side of work |
| topic | Organisatiegedrag gtt Organizational behavior Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Organisatiegedrag Organizational behavior Organisationspsychologie Organisationsverhalten Lehrbuch |
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