Organizational behavior: 1 Essential theories of motivation and leadership
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Armonk, NY [u.a.]
Sharpe
2005
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 416 S. graph. Darst. |
| ISBN: | 076561524x 0765615231 |
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| 650 | 4 | |a Comportement organisationnel | |
| 650 | 4 | |a Leadership | |
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| 650 | 7 | |a Motivatie |2 gtt | |
| 650 | 7 | |a Organisatiegedrag |2 gtt | |
| 650 | 4 | |a Personnel - Motivation | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Employee motivation | |
| 650 | 4 | |a Leadership | |
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Datensatz im Suchindex
| _version_ | 1804134163473760256 |
|---|---|
| adam_text | Titel: Bd. 1. Organizational behavior. Essential theories of motivation and leadership
Autor: Miner, John B.
Jahr: 2005
CONTENTS
List of Tables and Figures ix
Preface xi
Acknowledgments xv
PART I. SCIENTIFIC INTRODUCTION
Chapter 1. Science and Its Theory 3
Chapter 2. The Conduct of Research and the Development of Knowledge 18
PART D. THEORIES OF MOTIVATION
Chapter 3. From Social Psychology and Personality Theory: Kurt Lewin 37
Chapter 4. Achievement Motivation Theory: David McClelland 46
Chapter 5. Motivation-Hygiene Theory: Frederick Herzberg 61
Chapter 6. Job Characteristics Theory: Richard Hackman, Edward Lawler, and
Greg Oldham 75
Chapter 7. Expectancy Theories: Victor Vroom, and Lyman Porter and Edward Lawler 94
Chapter 8. Operant Behavior and Organizational Behavior Modification:
Clay Hamner, and Fred Luthans and Robert Kreitner 114
Chapter 9. Equity Theory: J. Stacy Adams 134
Chapter 10. Goal-setting Theory: Edwin Locke and Gary Latham 159
Chapter 11. Attribution Theory—Managerial Perceptions of the Poor Performing
Subordinate: Terence Mitchell and Stephen Green 184
PART III. THEORIES OF LEADERSHIP
Chapter 12. Normative Decision Process Theory: Victor Vroom, Philip Yetton,
and Arthur Jago 207
Chapter 13. Contingency Theory of Leadership: Fred Fiedler 232
Chapter 14. Vertical Dyad Linkage and Leader-Member Exchange Theory:
George Graen 256
Chapter 15. Information Processing Theory of Leadership: Robert Lord 280
Chapter 16. Substitutes for Leadership: Steven Kerr 300
Chapter 17. Role Motivation Theory: John Miner 319
Chapter 18. Charismatic Leadership Theory: Robert House 337
Chapter 19. Transformational Leadership Theory: Bernard Bass 361
Name Index 387
Subject Index 400
vii
LIST OF TABLES AND FIGURES
TABLES
3.1 Methods Used to Create Leadership Climates 40
4.1 Development of the Power Motive and Managerial Performance 51
4.2 Relationships Between Socialized Power and Promotion Among Non-technical
Managers 56
5.1 Pre- and Post-Measures of Job Satisfaction for Job Enrichment Projects 68
6.1 Correlation Between Motivating Potential Score and Outcome Variables
Moderated by Growth Need Strength and Context Satisfactions 86
7.1 Percentage of Those with Various Instrumental Perceptions Who Are High Performers 102
7.2 Multiple Correlations for Seven Outcomes of Effort-Reward Probabilities Alone
and in Combination with Value of Reward (Valence) as Predictors of
Job Effort and Performance 104
8.1 Strategies for Shaping and Modeling 121
9.1 Possible Inputs to and Outcomes from an Employment Exchange 136
9.2 The Amount of Inequity Experienced Under Various Input and Outcome Conditions 137
9.3 Errors Detected per Page and Number of Pages Proofed Under Varying Conditions
of Equity 142
11.1 Managerial Attributions Regarding Poor Group and Individual Performance
Hypothesized from Theory at Link #1 of the Attributional Model 192
11.2 Significant Correlations Between Attributions for Performance and Corrective
Actions Recommended 197
12.1 Feasible Sets of Leader Behaviors for Each of Fourteen Group Problem Types 212
12.2 Correlations Between Aspects of the Problem Situation and the Degree of
Participativeness of the Reported Leader Behavior 218
12.3 Validity Evidence from Six Studies Representing Normative Tests 220
13.1 Fiedler s Early Classification of Interactive Task Groups 236
13.2 Contingency Theory Variables, Level of Analysis, Measures Used, and Sources
of Data 242
14.1 Normative Model for the Development of Dyadic Career Realities 260
14.2 Relationships Between LMX and Outcome Variables 268
14.3 The Development of Dansereau s Dyadic Approach to Leadership 272
15.1 Comparison and Evaluation of Information Processing Models 284
15.2 Potential Means That Can Be Used by Executives to Influence Organizational
Performance 288
16.1 Neutralization Effects of Substitutes for Leadership on Two Types of Leader
Behavior 303
16.2 Effects of Various Organizational Characteristics on Members Task-relevant
Information and Motivation in Mechanistic and Organic Organizations 305
ix
x LIST OF TABLES AND FIGURES
16.3 Effective Coping Strategies That Might Be Used to Deal with Specific
Leadership Problems 309
17.1 Schema of Strategic Factors That May Contribute to Ineffective Performance 322
19.1 Mean Corrected Correlations Between MLQ Scales and Effectiveness Criteria
With (Subordinate Ratings) and Without (Organizational Measures) Common
Method Bias 374
FIGURES
1.1 The Components of Theories and How They Function 8
3.1 Kurt Lewin s Force-field Analysis of the Change Process 41
6.1 The Complete Job Characteristics Model 78
6.2 Links Between the Implementing Principles and the Core Job Characteristics 80
7.1 The Original Porter-Lawler Model 99
7.2 Lawler s Portrayal of the Basic Expectancy Theory Model 101
8.1 A Model of the Social Learning Process 123
8.2 The 1980s Expanded Model of Organizational Behavior Modification 123
8.3 Reversal Analysis of the Effects of Organizational Behavior Modification
Intervention on the Number of Defective Products Produced 126
9.1 Model of the Psychological Processes Involved in Referent Selection 146
9.2 Theoretical Roads to Understanding Organizational Justice 152
10.1 Model of How Feedback Leads to Action 166
10.2 Model of the High Performance Cycle 168
10.3 Model of the Relationships Among Goals, Plans (Task Strategies), and
Performance 169
10.4 Model of the Motivation Sequence 170
11.1 The Basic Attributional Model 188
11.2 The Attributional Model of Leader Response to Subordinate Poor Performance 190
12.1 Decision Tree for Arriving at Feasible Sets of Leader Behaviors for Different
Group Problem Types 211
12.2 Decision Tree for Arriving at Feasible Sets of Leader Behaviors for Different
Group and Individual Problem Types 214
13.1 Effects of Leadership Training on Subsequent Performance as Moderated by
Situational Favorableness 240
13.2 The Octants of Contingency Theory 243
13.3 Decision Tree for Cognitive Resource Theory 249
14.1 Description of the Role-making Process 261
15.1 Model of Information Processing Directed by Cognitive Schema 282
15.2 Catastrophe Model of Changing Social Perceptions 286
16.1 Causal Model Showing the Roles of Leader Behaviors, Moderators, and Mediators 307
17.1 Steps in the Control Process as Applied to Instances of Ineffective Performance 323
17.2 Outlines of the Four Forms of Role Motivation Theory 325
18.1 The Initial Model of Charismatic Leadership 340
18.2 Model of the Charismatic Leadership Process 344
19.1 Outline of the Work Pursued by Bernard Bass Until the Early 1980s 362
19.2 Transactional and Transformational Leadership 364
|
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| indexdate | 2024-07-09T20:20:15Z |
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| isbn | 076561524x 0765615231 |
| language | English |
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| physical | XV, 416 S. graph. Darst. |
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| spelling | Miner, John B. 1926- Verfasser (DE-588)135805309 aut Organizational behavior 1 Essential theories of motivation and leadership John B. Miner Armonk, NY [u.a.] Sharpe 2005 XV, 416 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Comportement organisationnel Leadership Leiderschap gtt Motivatie gtt Organisatiegedrag gtt Personnel - Motivation Führung Employee motivation Organizational behavior Motivationstheorie (DE-588)4170587-7 gnd rswk-swf Führungstheorie (DE-588)4247909-5 gnd rswk-swf Motivationstheorie (DE-588)4170587-7 s DE-604 Führungstheorie (DE-588)4247909-5 s (DE-604)BV020831597 1 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=013836805&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Miner, John B. 1926- Organizational behavior Comportement organisationnel Leadership Leiderschap gtt Motivatie gtt Organisatiegedrag gtt Personnel - Motivation Führung Employee motivation Organizational behavior Motivationstheorie (DE-588)4170587-7 gnd Führungstheorie (DE-588)4247909-5 gnd |
| subject_GND | (DE-588)4170587-7 (DE-588)4247909-5 |
| title | Organizational behavior |
| title_auth | Organizational behavior |
| title_exact_search | Organizational behavior |
| title_full | Organizational behavior 1 Essential theories of motivation and leadership John B. Miner |
| title_fullStr | Organizational behavior 1 Essential theories of motivation and leadership John B. Miner |
| title_full_unstemmed | Organizational behavior 1 Essential theories of motivation and leadership John B. Miner |
| title_short | Organizational behavior |
| title_sort | organizational behavior essential theories of motivation and leadership |
| topic | Comportement organisationnel Leadership Leiderschap gtt Motivatie gtt Organisatiegedrag gtt Personnel - Motivation Führung Employee motivation Organizational behavior Motivationstheorie (DE-588)4170587-7 gnd Führungstheorie (DE-588)4247909-5 gnd |
| topic_facet | Comportement organisationnel Leadership Leiderschap Motivatie Organisatiegedrag Personnel - Motivation Führung Employee motivation Organizational behavior Motivationstheorie Führungstheorie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=013836805&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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