Verfügbarkeit: Organizational behaviour

Organizational behaviour:

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Format:	Buch
Sprache:	English
Veröffentlicht:	New York, NY John Wiley & Sons 2008
Ausgabe:	European ed., authorized adapt. of the 9. ed. by John Schermerhorn ...
Schlagworte:	Organizational behavior Management Organisationsverhalten
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references and index
Beschreibung:	XXIII, 671 S. Ill., graph. Darst.
ISBN:	9780470511060 0470511060

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MARC


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Datensatz im Suchindex

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adam_text	About the Authors xvi How to Use this Book xvii Preface xxi Acknowledgements xxiv PART 1 INTRODUCTION 1 CHAPTER 1 What is organizational behaviour? 2 What is OB? ó The Relevance of OB 10 But We re Not All Managers! 12 Why Do Organizations Exist? 12 Organizations as Open Systems 15 Managers in Organizations 17 What Is an Effective Manager? 17 Managing Task Performance 1 8 Human Resource Performance 19 The Psychological Contract 20 Realigning the Psychological Contract 21 The Management Process 22 Contemporary Themes in OB 23 Globalization 23 The Changing Nature of Work 26 The Changing Nature of the Workforce 28 The Changing Nature of Employer-employee Relations 33 Work-life Balance 34 Outsourcing 35 Casualizaron of the Workforce 36 Teleworking 37 Ethics and Values 37 Conclusion 38 Study Guide 41 Journal article: Challiol, H. & Mignonac, K. (2005), Relocation 52 decision-making and couple relationships: a quantitative and qualitative study of dual-earner couples. Journal of Organizational Behaviour, 26, 247-274. PART 2 INDIVIDUAL DIFFERENCES AND WORK PERFORMANCE 71 CHAPTER 2 Individual attributes and their effects on job performance 72 Introduction 74 Individual Performance Factors 76 Perception and Attribution 78 Factors Influencing Perception 80 Stages of the Perceptual Process 82 Response to the Perceptual Process 85 Managing Perceptions 89 Attribution Theory 91 The Critical Importance of Perception 93 Competency Differences Among Individuals 94 Personality Differences Among Individuals 97 Values 105 Attitudes 107 Conclusion 1 10 Study Guide 112 CHAPTER 3 Learning, reinforcement and self-management 121 Introduction 122 The Nature of Learning 1 22 Classical Conditioning and Operant Conditioning 123 Cognitive Learning 1 30 Social Learning Theory and Behavioural Self-management 135 Experiential Learning Theory 1 36 Modern Forms of Learning 137 The Learning Organization 138 Learning Summary 140 The Teaching Organization 142 Conclusion 142 Study Guide 144 CHAPTER 4 Motivation and empowerment 155 Introduction 156 Motivating and Empowering the Workforce 157 Content and Process Motivation Theories 1 ÓO Content Theories 160 Process Theories 169 Integrating Content and Process Motivation Theories 175 Selr-concept and Personal Values 177 Managing Pay as an Extrinsic Reward 179 Empowerment 184 Conclusion 187 Study Guide 190 CHAPTER 5 Job design, goal setting and flexible work arrangements 203 Introduction 205 Intrinsic Motivation 205 Job Design 206 The Job Characteristics Model 211 Individual Differences: Moderators of the Job Characteristics Model 213 Testing and the Motivating Potential Score 215 Guidelines for Implementing a Programme of Job Enrichment 215 Socio-technical Job Design 218 Social Information and Job Design 219 Multiskilling 219 Goal-setting Theory 220 Goal Setting: Follow-up Research 222 Goal Setting and MBO 223 Key Performance Indicators 224 Flexible Work Arrangements 225 Major Drivers of Changing Work Arrangements 225 Changing Family Lifestyles and Work-life Balance 22Ó Occupational Stress 227 Changing Levels and Modes of Employment 227 Ageing Population and Changing Retirement Patterns 228 Changing Technology and the Capacity to Work Remotely 229 Types of Flexible Work Arrangements 229 The Compressed Work Week 229 Annualized Hours 230 Zero-hours Contracts 231 Job Sharing 231 Flexible Working Hours or Flexitime 232 Remote Working and the Virtual Office 234 Conclusion 237 Study Guide 239 Journal article: Makin, RJ. & Sutherland, V.J. (1994), Reducing accidents using a behavioural approach. Leadership and Organization Development journal, 15 (5), 5-Ю. PART 3 MANAGING GROUP DYNAMICS AND TEAM PERFORMANCE 261 CHAPTER 6 Groups and teams 262 Introduction 264 Groups in Organizations 265 What is an Effective Group? 265 Group Synergy and Group Accomplishments 266 Stages of Group Development 268 Factors that Affect Group Performance 269 Group Communication and Decision Making 273 Team Working 274 Teambuilding 276 Task and Maintenance Leadership 281 Roles and Role Dynamics 282 Group Norms 285 Team Cohesiveness 286 Types of Workplace Teams 289 Team Leadership 296 Conclusion 297 Study Guide 300 Journal article: Schouteten, R. (2004), Group work in a Dutch home care 310 organization: does it improve the quality of working life? International Journal of Health Planning and Management, 19, 179-194. PART 4 MANAGING ORGANIZATIONAL PROCESSES AND PERFORMANCE 325 CHAPTER 7 Organizational structure and design 326 Introduction 328 Organizational structure and design 328 Factors Influencing Organizational Design 330 Technology 330 Environment 332 Strategy 334 Organizational Goals, Control and Coordination 334 Organizational Goals 334 Control 336 Policies, Rules and Procedures 338 Formalization and Standardization 338 Quality Management 340 Coordination 340 Vertical Specialization 342 Unity of Command and Span of Control 345 Horizontal Specialization 346 Departmentalization by Function 346 Departmentalization by Division, Geography and Customer 347 Departmentalization by Matrix 350 Mixed Forms of Departmentalization 352 Emerging Forms of Organizational Design 353 The Simple Design 354 The Bureaucracy 354 Divisionalized Organizations 358 The Conglomerate 358 The Core-ring Organization 359 The Adhocracy 362 Other Structural Arrangements 363 Virtual Organizations 364 Conclusion 366 Study Guide 368 CHAPTERS Organizational culture 377 Introduction 379 The Concept of Organizational Culture 380 Levels of Cultural Analysis 380 Dominant Culture, Subcultures and Countercultures 383 Subcultures and Countercultures 383 Corporate or Organic Cultures? 384 Levels of Culture in Work Settings 385 Stories, Rites, Rituals and Symbols 386 Cultural Rules and Roles 387 Values and Organizational Culture 388 Common Assumptions and Organizational Culture 390 Common Assumptions and Management Philosophy 390 How can Organizational Culture be Studied? 391 Types of Organizational Culture 393 Alternative Perspectives on Organizational Culture 396 Culture as Control 397 The Functions of Organizational Culture For Members 399 Managers Role in Reinforcing and Changing Culture 402 Organizational and National Culture 404 Conclusion 405 Study Guide 407 CHAPTER 9 Leadership 417 Introduction 418 The Distinction Between Leadership and Management 419 Development of Theories of Leadership 421 Traditional Leadership Approaches: Trait and Behavioural Theories 423 The Michigan Studies 424 The Ohio State Studies 424 The Leadership Grid 424 Situational Contingency Theories of Leadership 426 Fiedler s Leadership Contingency Theory 426 Fiedler s Cognitive Resource Theory 428 House s Path-goal Theory of Leadership 429 Hersey and Blanchard s Situational Leadership Model 431 Substitutes for Leadership 432 Emerging Leadership Perspectives 434 Charismatic Approaches 435 Transactional and Transformational Approaches 436 The New Leadership Revisited 441 Gender, Age and Cultural Diversity - Current Issues in Leadership 444 Leadership and Culture 446 Conclusion 446 Study Guide 448 CHAPTER TO Power, politics and decision making in organizations 461 Introduction 462 Introduction to Power and Politics 463 Power and Influence 464 Position Power 464 Personal Power 467 Power, Authority and Obedience 468 Managing with Power and Influence 472 Empowerment 473 Organizational Politics 476 Politics as Unsanctioned and Self-interested 477 Organizationally Sanctioned Politics 477 The Perception of Political Behaviour 477 Organizational Politics in Action 478 Organizational Governance 480 The Consequences of Power and Politics 481 The Ethics of Power and Politics 482 Decision Making 484 Risk Analysis 486 Approaches to Decision Making 488 Intuition and Decision Making 489 The Use of Judgement Heuristics 490 Making a Choice and Implementing a Decision 490 Managing Participation in Decision Making 492 How Groups Make Decisions 493 Techniques for Improving Decision Making in Groups 495 Current Issues in Organizational Decision Making 496 Study Guide 501 CHAPTER 11 Communication, conflict and negotiation in organizations 512 Introduction 513 Communication in Organizations 514 Interpersonal Communication 515 Effective and Efficient Communication 517 Communication Channels 518 How Much Information to Share? 519 Barriers to Interpersonal Communication 520 Conflict 522 Conflict Management Approaches 532 Conflict Resolution Styles 532 Conflict Resolution through Hierarchical Referral 534 Conflict Resolution and Organizational Design 535 Stakeholder Engagement and Conflict Resolution 535 Negotiation 536 Four Types of Negotiation Situation 53Ó Negotiation Goals and Outcomes 538 Different Approaches to Negotiation 539 Managerial Issues in Negotiation 540 Classic Two-party Negotiation 541 Conclusion 543 Study Guide 545 CHAPTER 12 Organizational Change 553 Introduction 555 What is Organizational Change? 555 The Scale of Change 556 Planned and Unplanned Change 557 Leading Change 559 Forces of Change 561 Cultural Change 562 Technological Change 564 The Process of Change and Change Strategies 565 Change Levers and Change Cycles 567 Organizational Targets for Change 569 Planned Change Strategies 569 Force-coercion and Planned Change 571 Rational Persuasion and Planned Change 571 Shared Power and Planned Change 572 Resistance to Change 572 Why People Resist Change 573 How to Deal with Resistance to Change 575 The Role of the Change Agent 577 Conclusion 578 Study Guide 580 Journal article: Ryan, M.K. & Hasiam, S.A. (2005), The glass cliff: evidence 590 that women are over-represented in precarious leadership positions. British Journal of Management, 16, 81-90. PART 5 CASE STUDIES 601 1 Sedlaček Software Společnost (SSS): Applying OB in Practice 602 2 Hermitage University: Perceiving Opportunities and Threats 605 3 Truly a Great Disappointment: Motivating Employees in a Different Culture 609 4 Teaming in Singapore s Public Service for the Twenty-first Century 61 1 5 Transalpine Fitness: Structuring for Success 616 6 Motorola: Seeking Direction 620 7 Channel 6 TV: Power and Politics in Action 624 8 The Ups and Downs of National Mutual/AXA: A Case for Change 627 Glossary 632 Index 654 Photo credits 672
adam_txt	About the Authors xvi How to Use this Book xvii Preface xxi Acknowledgements xxiv PART 1 INTRODUCTION 1 CHAPTER 1 What is organizational behaviour? 2 What is OB? ó The Relevance of OB 10 But We're Not All Managers! 12 Why Do Organizations Exist? 12 Organizations as Open Systems 15 Managers in Organizations 17 What Is an Effective Manager? 17 Managing Task Performance 1 8 Human Resource Performance 19 The Psychological Contract 20 Realigning the Psychological Contract 21 The Management Process 22 Contemporary Themes in OB 23 Globalization 23 The Changing Nature of Work 26 The Changing Nature of the Workforce 28 The Changing Nature of Employer-employee Relations 33 Work-life Balance 34 Outsourcing 35 Casualizaron of the Workforce 36 Teleworking 37 Ethics and Values 37 Conclusion 38 Study Guide 41 Journal article: Challiol, H. & Mignonac, K. (2005), Relocation 52 decision-making and couple relationships: a quantitative and qualitative study of dual-earner couples. Journal of Organizational Behaviour, 26, 247-274. PART 2 INDIVIDUAL DIFFERENCES AND WORK PERFORMANCE 71 CHAPTER 2 Individual attributes and their effects on job performance 72 Introduction 74 Individual Performance Factors 76 Perception and Attribution 78 Factors Influencing Perception 80 Stages of the Perceptual Process 82 Response to the Perceptual Process 85 Managing Perceptions 89 Attribution Theory 91 The Critical Importance of Perception 93 Competency Differences Among Individuals 94 Personality Differences Among Individuals 97 Values 105 Attitudes 107 Conclusion 1 10 Study Guide 112 CHAPTER 3 Learning, reinforcement and self-management 121 Introduction 122 The Nature of Learning 1 22 Classical Conditioning and Operant Conditioning 123 Cognitive Learning 1 30 Social Learning Theory and Behavioural Self-management 135 Experiential Learning Theory 1 36 Modern Forms of Learning 137 The Learning Organization 138 Learning Summary 140 The Teaching Organization 142 Conclusion 142 Study Guide 144 CHAPTER 4 Motivation and empowerment 155 Introduction 156 Motivating and Empowering the Workforce 157 Content and Process Motivation Theories 1 ÓO Content Theories 160 Process Theories 169 Integrating Content and Process Motivation Theories 175 Selr-concept and Personal Values 177 Managing Pay as an Extrinsic Reward 179 Empowerment 184 Conclusion 187 Study Guide 190 CHAPTER 5 Job design, goal setting and flexible work arrangements 203 Introduction 205 Intrinsic Motivation 205 Job Design 206 The Job Characteristics Model 211 Individual Differences: Moderators of the Job Characteristics Model 213 Testing and the Motivating Potential Score 215 Guidelines for Implementing a Programme of Job Enrichment 215 Socio-technical Job Design 218 Social Information and Job Design 219 Multiskilling 219 Goal-setting Theory 220 Goal Setting: Follow-up Research 222 Goal Setting and MBO 223 Key Performance Indicators 224 Flexible Work Arrangements 225 Major Drivers of Changing Work Arrangements 225 Changing Family Lifestyles and Work-life Balance 22Ó Occupational Stress 227 Changing Levels and Modes of Employment 227 Ageing Population and Changing Retirement Patterns 228 Changing Technology and the Capacity to Work Remotely 229 Types of Flexible Work Arrangements 229 The Compressed Work Week 229 Annualized Hours 230 Zero-hours Contracts 231 Job Sharing 231 Flexible Working Hours or Flexitime 232 Remote Working and the Virtual Office 234 Conclusion 237 Study Guide 239 Journal article: Makin, RJ. & Sutherland, V.J. (1994), Reducing accidents using a behavioural approach. Leadership and Organization Development journal, 15 (5), 5-Ю. PART 3 MANAGING GROUP DYNAMICS AND TEAM PERFORMANCE 261 CHAPTER 6 Groups and teams 262 Introduction 264 Groups in Organizations 265 What is an Effective Group? 265 Group Synergy and Group Accomplishments 266 Stages of Group Development 268 Factors that Affect Group Performance 269 Group Communication and Decision Making 273 Team Working 274 Teambuilding 276 Task and Maintenance Leadership 281 Roles and Role Dynamics 282 Group Norms 285 Team Cohesiveness 286 Types of Workplace Teams 289 Team Leadership 296 Conclusion 297 Study Guide 300 Journal article: Schouteten, R. (2004), Group work in a Dutch home care 310 organization: does it improve the quality of working life? International Journal of Health Planning and Management, 19, 179-194. PART 4 MANAGING ORGANIZATIONAL PROCESSES AND PERFORMANCE 325 CHAPTER 7 Organizational structure and design 326 Introduction 328 Organizational structure and design 328 Factors Influencing Organizational Design 330 Technology 330 Environment 332 Strategy 334 Organizational Goals, Control and Coordination 334 Organizational Goals 334 Control 336 Policies, Rules and Procedures 338 Formalization and Standardization 338 Quality Management 340 Coordination 340 Vertical Specialization 342 Unity of Command and Span of Control 345 Horizontal Specialization 346 Departmentalization by Function 346 Departmentalization by Division, Geography and Customer 347 Departmentalization by Matrix 350 Mixed Forms of Departmentalization 352 Emerging Forms of Organizational Design 353 The Simple Design 354 The Bureaucracy 354 Divisionalized Organizations 358 The Conglomerate 358 The Core-ring Organization 359 The Adhocracy 362 Other Structural Arrangements 363 Virtual Organizations 364 Conclusion 366 Study Guide 368 CHAPTERS Organizational culture 377 Introduction 379 The Concept of Organizational Culture 380 Levels of Cultural Analysis 380 Dominant Culture, Subcultures and Countercultures 383 Subcultures and Countercultures 383 Corporate or Organic Cultures? 384 Levels of Culture in Work Settings 385 Stories, Rites, Rituals and Symbols 386 Cultural Rules and Roles 387 Values and Organizational Culture 388 Common Assumptions and Organizational Culture 390 Common Assumptions and Management Philosophy 390 How can Organizational Culture be Studied? 391 Types of Organizational Culture 393 Alternative Perspectives on Organizational Culture 396 Culture as Control 397 The Functions of Organizational Culture For Members 399 Managers' Role in Reinforcing and Changing Culture 402 Organizational and National Culture 404 Conclusion 405 Study Guide 407 CHAPTER 9 Leadership 417 Introduction 418 The Distinction Between Leadership and Management 419 Development of Theories of Leadership 421 Traditional Leadership Approaches: Trait and Behavioural Theories 423 The Michigan Studies 424 The Ohio State Studies 424 The Leadership Grid 424 Situational Contingency Theories of Leadership 426 Fiedler's Leadership Contingency Theory 426 Fiedler's Cognitive Resource Theory 428 House's Path-goal Theory of Leadership 429 Hersey and Blanchard's Situational Leadership Model 431 Substitutes for Leadership 432 Emerging Leadership Perspectives 434 Charismatic Approaches 435 Transactional and Transformational Approaches 436 The New Leadership Revisited 441 Gender, Age and Cultural Diversity - Current Issues in Leadership 444 Leadership and Culture 446 Conclusion 446 Study Guide 448 CHAPTER TO Power, politics and decision making in organizations 461 Introduction 462 Introduction to Power and Politics 463 Power and Influence 464 Position Power 464 Personal Power 467 Power, Authority and Obedience 468 Managing with Power and Influence 472 Empowerment 473 Organizational Politics 476 Politics as Unsanctioned and Self-interested 477 Organizationally Sanctioned Politics 477 The Perception of Political Behaviour 477 Organizational Politics in Action 478 Organizational Governance 480 The Consequences of Power and Politics 481 The Ethics of Power and Politics 482 Decision Making 484 Risk Analysis 486 Approaches to Decision Making 488 Intuition and Decision Making 489 The Use of Judgement Heuristics 490 Making a Choice and Implementing a Decision 490 Managing Participation in Decision Making 492 How Groups Make Decisions 493 Techniques for Improving Decision Making in Groups 495 Current Issues in Organizational Decision Making 496 Study Guide 501 CHAPTER 11 Communication, conflict and negotiation in organizations 512 Introduction 513 Communication in Organizations 514 Interpersonal Communication 515 Effective and Efficient Communication 517 Communication Channels 518 How Much Information to Share? 519 Barriers to Interpersonal Communication 520 Conflict 522 Conflict Management Approaches 532 Conflict Resolution Styles 532 Conflict Resolution through Hierarchical Referral 534 Conflict Resolution and Organizational Design 535 Stakeholder Engagement and Conflict Resolution 535 Negotiation 536 Four Types of Negotiation Situation 53Ó Negotiation Goals and Outcomes 538 Different Approaches to Negotiation 539 Managerial Issues in Negotiation 540 Classic Two-party Negotiation 541 Conclusion 543 Study Guide 545 CHAPTER 12 Organizational Change 553 Introduction 555 What is Organizational Change? 555 The Scale of Change 556 Planned and Unplanned Change 557 Leading Change 559 Forces of Change 561 Cultural Change 562 Technological Change 564 The Process of Change and Change Strategies 565 Change Levers and Change Cycles 567 Organizational Targets for Change 569 Planned Change Strategies 569 Force-coercion and Planned Change 571 Rational Persuasion and Planned Change 571 Shared Power and Planned Change 572 Resistance to Change 572 Why People Resist Change 573 How to Deal with Resistance to Change 575 The Role of the Change Agent 577 Conclusion 578 Study Guide 580 Journal article: Ryan, M.K. & Hasiam, S.A. (2005), The glass cliff: evidence 590 that women are over-represented in precarious leadership positions. British Journal of Management, 16, 81-90. PART 5 CASE STUDIES 601 1 Sedlaček Software Společnost (SSS): Applying OB in Practice 602 2 Hermitage University: Perceiving Opportunities and Threats 605 3 Truly a Great Disappointment: Motivating Employees in a Different Culture 609 4 Teaming in Singapore's Public Service for the Twenty-first Century 61 1 5 Transalpine Fitness: Structuring for Success 616 6 Motorola: Seeking Direction 620 7 Channel 6 TV: Power and Politics in Action 624 8 The Ups and Downs of National Mutual/AXA: A Case for Change 627 Glossary 632 Index 654 Photo credits 672
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