Holdings: Behavior in organizations

Behavior in organizations: understanding and managing the human side of work

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Bibliographic Details
Main Author:	Greenberg, Jerald (Author)
Format:	Book
Language:	English
Published:	Upper Saddle River, NJ Prentice Hall 2003
Edition:	8. ed.
Series:	International edition
Subjects:	Organisatiegedrag Organizational behavior Organisationspsychologie Organisationsverhalten Lehrbuch
Online Access:	Table of contents Inhaltsverzeichnis
Item Description:	Includes bibliographical references (p. 637-660) and indexes
Physical Description:	XXVIII, 691 S. Ill., graph. Darst.
ISBN:	0131115928

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Record in the Search Index

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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
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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)48620342 (DE-599)BVBBV016438839
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	8. ed.
format	Book
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genre	1\p (DE-588)4123623-3 Lehrbuch gnd-content
genre_facet	Lehrbuch
id	DE-604.BV016438839
illustrated	Illustrated
indexdate	2024-07-09T19:10:28Z
institution	BVB
isbn	0131115928
language	English
lccn	2001058813
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-010164204
oclc_num	48620342
open_access_boolean
owner	DE-703 DE-188
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physical	XXVIII, 691 S. Ill., graph. Darst.
publishDate	2003
publishDateSearch	2003
publishDateSort	2003
publisher	Prentice Hall
record_format	marc
series2	International edition
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
url	http://www.loc.gov/catdir/toc/fy034/2001058813.html 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
work_keys_str_mv	AT greenbergjerald behaviorinorganizationsunderstandingandmanagingthehumansideofwork AT baronroberta behaviorinorganizationsunderstandingandmanagingthehumansideofwork

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