Organizations: behavior, structure, processes
Saved in:
| Format: | Book |
|---|---|
| Language: | English |
| Published: |
Boston [u.a.]
McGraw-Hill
2009
|
| Edition: | 13. ed., internat. ed. |
| Series: | McGraw-Hill international edition
|
| Subjects: | |
| Online Access: | Contributor biographical information Publisher description Table of contents only Inhaltsverzeichnis |
| Item Description: | Includes index. Erscheint: Februar 2009 |
| Physical Description: | XIX, 604 S. |
| ISBN: | 9780073381305 0073381306 9780071263528 |
Staff View
MARC
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| 245 | 1 | 0 | |a Organizations |b behavior, structure, processes |c James L. Gibson ... [et al.] |
| 250 | |a 13. ed., internat. ed. | ||
| 264 | 1 | |a Boston [u.a.] |b McGraw-Hill |c 2009 | |
| 300 | |a XIX, 604 S. | ||
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| 490 | 0 | |a McGraw-Hill international edition | |
| 500 | |a Includes index. | ||
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| 650 | 4 | |a Organization | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Organizational effectiveness | |
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| 700 | 1 | |a Gibson, James L. |e Sonstige |4 oth | |
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Record in the Search Index
| _version_ | 1804137616390488064 |
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| adam_text | LILT UNIVERSITY OF KENTUCKY JOHN M. IVANCEV ICH UNIVERSITY OF HOUSTON
JAMES H. DONNELLY, JR. UNIVERSITY OF KENTUCKY FLORIDA ATLANTIC
UNIVERSITY CONTENTS PREFACE VI PART ONE INTRODUCTION 1 CHAPTER 1 THE
STUDY OF ORGANIZATIONS 2 GLOBAL ACCOUNT MANAGERS: MULTIPLE SKILLS ARE
NEEDED 3 OB IN THE REAL WORLD: PUTTING PEOPLE FIRST 4 STUDYING
ORGANIZATIONAL BEHAVIOR 5 ORGANIZATIONAL BEHAVIOR FOLLOWS PRINCIPLES OF
HUMAN BEHAVIOR 6 ORGANIZATIONS ARE SOCIAL SYSTEMS 6 MULTIPLE FACTORS
SHAPE ORGANIZATIONAL BEHAVIOR 6 » STRUCTURE AND PROCESSES AFFECT
ORGANIZATIONAL BEHAVIOR AND THE EMERGENT CULTURE 7 THE BLENDING OF THE
ART AND SCIENCE OF ORGANIZATIONAL BEHAVIOR 8 A MODEL FOR MANAGING
ORGANIZATIONS: BEHAVIOR, STUCTURE, AND PROCESSES 8 THE ORGANIZATION S
ENVIRONMENT 8 BEHAVIOR WITHIN ORGANIZATIONS 9 OB IN THE REAL WORLD: A
FEW LEADERSHIP MAXIMS 11 THE STRUCTURE AND DESIGN OF ORGANIZATIONS 11
THE PROCESS OF ORGANIZATIONS 12 PERSPECTIVES ON EFFECTIVENESS 13 THE
NATURE OF MANAGERIAL WORK 15 PLANNING EFFECTIVE PERFORMANCE 16
ORGANIZING EFFECTIVE PERFORMANCE 16 OB IN THE REAL WORLD: ANOTHER DAY AS
A MANAGER 17 LEADING EFFECTIVE PERFORMANCE 17 CONTROLLING EFFECTIVE
PERFORMANCE 18 THREE WAYS TO THINK ABOUT EFFECTIVENESS 18 GOAL APPROACH
TO EFFECTIVENESS 18 SYSTEMS THEORY APPROACH TO EFFECTIVENESS 19
STAKEHOLDER APPROACH TO EFFECTIVENESS 21 ORGANIZATIONAL CHANGE AND
LEARNING 22 MANAGERIAL WORK AND THE BEHAVIOR, STRUCTURE, AND PROCESSES
OF ORGANIZATIONS 23 SUMMARY OF KEY POINTS 24 DISCUSSION AND REVIEW
QUESTIONS 25 TAKING IT TO THE NET: TRADITIONAL VERSUS NEW ECONOMY
COMPARISON 26 CASE FOR ANALYSIS: MCDONALD S: ATTEMPTING TO REGAIN ITS
EFFECTIVENESS? 26 CHAPTER 2 ORGANIZATIONAL CULTURE 28 NIKE S CULTURE
ACTIVISTS: ATTEMPT TO DAMPEN GROWTH 29 ORGANIZATIONAL CULTURE 29
ORGANIZATIONAL CULTURE DEFINED 30 OB IN THE REAL WORLD: CULTURAL
DIAGNOSIS AT ALBERTO-CULVER 31 OB IN THE REAL WORLD: PFIZER 32
ORGANIZATIONAL CULTURE AND SOCIETAL VALUE SYSTEMS 32 ORGANIZATIONAL
CULTURE AND ITS EFFECTS 33 CREATING ORGANIZATIONAL CULTURE 34 OB IN THE
REAL WORLD: FIVE BEST PLACES TO. WORK 35 TYPES OF CULTURE 35
ORGANIZATIONAL SUBCULTURES 3 7 MERGING CULTURES 37 INFLUENCING CULTURE
CHANGE 38 ORGANIZATIONAL CULTURE AND SPIRITUALITY 40 SOCIALIZATION AND
CULTURE 41 SOCIALIZATION STAGES . 41 CHARACTERISTICS OF EFFECTIVE
SOCIALIZATION 43 EFFECTIVE ANTICIPATORY SOCIALIZATION 43 EFFECTIVE
ACCOMMODATION SOCIALIZATION 44 EFFECTIVE ROLE MANAGEMENT SOCIALIZATION
45 MENTORS AND SOCIALIZATION 45 OB IN THE REAL WORLD: MENTORING CAN GO
HAYWIRE 46 SOCIALIZING A CULTURALLY DIVERSE WORKFORCE 47 OB IN THE REAL
WORLD: LEARNING ABOUT DIVERSITY 48 MANAGEMENT S ABILITY TO CAPITALIZE ON
DIVERSITY 48 SUMMARY OF KEY POINTS 49 DISCUSSION AND REVIEW QUESTIONS 50
TAKING IT TO THE NET: ONE OF THE BEST FIRMS 50 XI XII CONTENTS CASE FOR
ANALYSIS: CREATING A KNOWLEDGE- BASED CULTURE 51 EXPERIENTIAL EXERCISE:
TESTING NATIONAL CULTURE KNOWLEDGE 51 CHAPTER 3 GLOBALIZATION 53 THE
VIRTUAL EXPATRIATE 54 GLOBALIZATION 55 OB IN THE REAL WORLD: OFFSHORING:
DOES IT CREATE OR REPLACE JOBS IN THE GLOBAL MARKETPLACE 56 GLOBAL
STRATEGIC SKILLS 58 TEAM-BUILDING SKILLS 59 ORGANIZATION SKILLS 59
COMMUNICATION SKILLS 59 OB IN THE REAL WORLD: COMMUNICATING IN GLOBAL
VIRTUAL TEAMS 60 TRANSFER OF KNOWLEDGE SKILLS 61 CULTURE 61 NATIONAL
CULTURE 61 HISTORY AND CULTURE 61 OB IN THE REAL WORLD: ETHICAL
DIFFERENCES 62 CULTURAL DIMENSIONS 63 PEOPLE S RELATIONSHIP TO NATURE 63
INDIVIDUALISM VERSUS COLLECTIVISM 63 TIME ORIENTATION 63 ACTIVITY
ORIENTATION 64 DEGREE OF FORMALITY 64 LANGUAGE 64 RELIGION 65
CROSS-CULTURAL RESEARCH FINDINGS 65 HOFSTEDE S RESEARCH 65
HOFSTEDE-INSPIRED RESEARCH 70 THE GLOBE PROJECT 71 CROSS-CULTURAL
TRANSITIONS 73 HUMAN RESOURCES FOR INTERNATIONAL ASSIGNMENTS 73 OB IN
THE REAL WORLD: EXPATRIATE MANAGERS 74 THE EXPATRIATE MANAGER 74 CULTURE
SHOCK AND THE EXPATRIATE MANAGER 76 TRAINING THE EXPATRIATE MANAGER 77
THE GLOBAL THEME FOR ORGANIZATIONS: BEHAVIOR, STRUCTURE, AND PROCESS 78
SUMMARY OF KEY POINTS 79 DISCUSSION AND REVIEW QUESTIONS 80 TAKING IT TO
THE NET: OFFSHORING: WHAT S IT ALL ABOUT? 81 CASE FOR ANALYSIS:
EMPLOYMENT OPPORTUNITIES IN MULTINATIONAL FIRMS 82 EXPERIENTIAL
EXERCISE: HOW IMPORTANT IS YOUR FAMILY? 86 EXPERIENTIAL EXERCISE:
EXPATRIATE SOURCES ON THE WEB 87 PART TWO BEHAVIOR WITHIN ORGANIZATIONS:
THE INDIVIDUAL 89 CHAPTER 4 INDIVIDUAL BEHAVIOR AND DIFFERENCES 90 A
GROWN-UP RISK TAKER 91 THE BASIS FOR UNDERSTANDING BEHAVIOR 92
INDIVIDUAL DIFFERENCES 94 ABILITIES AND SKILLS 94 DEMOGRAPHICS 96 OB IN
THE REAL WORLD: COCA-COLA RANKS HIGH IN TERMS OF DIVERSITY PRACTICES 97
INDIVIDUAL PSYCHOLOGICAL VARIABLES 98 PERCEPTION 98 ATTRIBUTION 101
ATTRIBUTION ERRORS 102 ATTITUDES 103 OB IN THE REAL WORLD: CHANGING
VALUES IN THE WORKPLACE 107 OB IN THE REAL WORLD: IS PAY THE MOST
IMPORTANT FACTOR? 110 JOB SATISFACTION COMPARISON OF INDIVIDUALS IN WORK
ARRANGEMENTS 111 JOB SATISFACTION AND CUSTOMER SATISFACTION 111
PERSONALITY 111 OB IN THE REAL WORLD: THE MYERS-BRIGGS TYPE INDICATOR
(MBTI) IS PREFERRED BY MANAGERS 115 EMOTIONAL INTELLIGENCE 120 OB IN THE
REAL WORLD: EMOTIONAL CONTAGION: A LESSON FOR THE EMOTIONALLY
INTELLIGENT 121 THE PSYCHOLOGICAL CONTRACT 121 PSYCHOLOGICAL CONTRACT
VIOLATIONS 122 SUMMARY OF KEY POINTS 123 DISCUSSION AND REVIEW QUESTIONS
124 TAKING IT TO THE NET 125 CASE FOR ANALYSIS: A POTTER S WHEEL 125
EXPERIENTIAL EXERCISE: APPLYING ATTRIBUTION THEORY 125 CHAPTER 5
MOTIVATION: BACKGROUND AND THEORIES 127 ADDRESSING THE MOTIVATION PUZZLE
WHAT IS MOTIVATION? 13 0 128 CONTENTS XIII THE STARTING POINT: THE
INDIVIDUAL 131 MOTIVATION THEORIES: A CLASSIFICATION SYSTEM 133 MASLOW S
NEED HIERARCHY 134 SELECTED NEED HIERARCHY RESEARCH 134 ALDERFER S ERG
THEORY 13 5 ERG: LIMITED RESEARCH BASE 136 HERZBERG S TWO-FACTOR THEORY
13 7 CRITIQUE OF HERZBERG S THEORY 138 MCCLELLAND S LEARNED NEEDS THEORY
13 9 RESEARCH ON LEARNED NEEDS 140 OB IN THE REAL WORLD: WOMEN MANAGERS:
BETTER MOTIVATORS THAN MEN? 141 A SYNOPSIS OF THE FOUR CONTENT THEORIES
142 OB IN THE REAL WORLD: ORGANIZATIONAL CITIZENSHIP BEHAVIOR: GOING THE
EXTRA MILE 145 EXPECTANCY THEORY 145 TERMINOLOGY 145 PRINCIPLES OF
EXPECTANCY THEORY 146 RESEARCH ON EXPECTANCY 148 MANAGEMENT PRACTICES
148 OB IN THE REAL WORLD: ASSESSING OUTCOMES MORE THOROUGHLY 149
CRITICISMS OF EXPECTANCY THEORY 149 EQUITY THEORY 150 ALTERNATIVES TO
RESTORE EQUITY 151 RESEARCH ON AND CRITICISM OF EQUITY THEORY 152
SUMMARY OF KEY POINTS 153 DISCUSSION AND REVIEW QUESTIONS 154 TAKING IT
TO THE NET: GENERATIONAL DIFFERENCES 154 CASE FOR ANALYSIS: WHAT
MOTIVATES ENTREPRENEURS? 154 EXPERIENTIAL EXERCISE: APPLYING MOTIVATION
THEORY 157 CHAPTER 6 MOTIVATION: ORGANIZATIONAL APPLICATIONS 158 REWARD
OR PUNISHMENT: THE SAGA OF STOCK OPTIONS 159 LEARNING 160 SOCIAL
LEARNING 160 OPERANT CONDITIONING 161 PRINCIPLES OF OPERANT CONDITIONING
162 BEHAVIOR MODIFICATION: A MANAGERIAL PERSPECTIVE 164 RESEARCH ON
REINFORCEMENT THEORY 166 CRITICISMS OF BEHAVIOR MODIFICATION 166 OB IN
THE REAL WORLD: FEEDBACK IS MOTIVATIONAL 167 BEHAVIORAL SELF-MANAGEMENT
168 A SELF-REGULATION MODEL 168 GOAL-SETTING THEORY 169 THE GOAL-SETTING
PROCESS 169 GOAL-SETTING RESEARCH 171 CRITICISMS OF GOAL SETTING 174
REVIEWING MOTIVATION 174 ORGANIZATIONAL REWARD SYSTEMS 176 A MODEL OF
INDIVIDUAL REWARDS 176 OB IN THE REAL WORLD: WHAT ARE REWARDS IN A
DIVERSE WORKFORCE? 178 EXTRINSIC AND INTRINSIC REWARDS 178 EXTRINSIC
REWARDS 178 INTRINSIC REWARDS 181 THE INTERACTION OF INTRINSIC AND
EXTRINSIC REWARDS 182 REWARDS, TURNOVER, AND ABSENTEEISM 182 REWARDS AND
JOB PERFORMANCE 183 REWARDS AND ORGANIZATIONAL COMMITMENT 183 REWARD
SYSTEMS IN HIGH-PERFORMING ORGANIZATIONS 183 CAFETERIA-STYLE FRINGE
BENEFITS 183 BANKING TIME OFF 184 SKILL-BASED PAY 185 GAINSHARING 185 OB
IN THE REAL WORLD: SKILL-BASED PAY PROGRAMS CAN INCREASE LEARNING 186
KOHN S CRITICISM OF PERFORMANCE-BASED REWARDS 187 SUMMARY OF KEY POINTS
188 DISCUSSION AND REVIEW QUESTIONS 190 TAKING IT TO THE NET: HOW ABOUT
NONCASH REWARDS? 190 CASE FOR ANALYSIS: JACK WELCH OF GENERAL ELECTRIC:
A NEUTRON BOMB OR A MOTIVATOR? 191 EXPERIENTIAL EXERCISE: MAKING CHOICES
ABOUT REWARDS 193 EXPERIENTIAL EXERCISE: VALUING DIVERSITY 194 CHAPTER 7
WORKPLACE STRESS: ISSUES AND MANAGEMENT 196 PUTTING BALANCE INTO
WORK/LIFE SPILLOVER 197 WHAT IS STRESS? 198 ORGANIZATIONAL STRESS: A
MODEL 199 WORK STRESSORS: INDIVIDUAL, GROUP, AND ORGANIZATIONAL 201
INDIVIDUAL STRESSORS 201 XIV CONTENTS OB IN THE REAL WORLD: MONOTONOUS
OR UNDERLOADED PAIN AND STRESS 203 GROUP AND ORGANIZATIONAL STRESSORS
203 NONWORK STRESSORS 205 STRESS OUTCOMES 205 INDIVIDUAL OUTCOMES 206 OB
IN THE REAL WORLD: STRESS AND DEATH IN JAPAN 206 ORGANIZATIONAL
CONSEQUENCES 208 OB IN THE REAL WORLD: MYTHS AND BURNOUT 209 OB IN THE
REAL WORLD: THE COSTS OF JOB STRESS 210 STRESS MODERATORS 211
PERSONALITY 211 TYPE A BEHAVIOR PATTERN 212 SOCIAL SUPPORT 213 STRESS
PREVENTION AND MANAGEMENT 214 MAXIMIZING PERSON-ENVIRONMENT FIT 215
ORGANIZATIONAL STRESS PREVENTION AND MANAGEMENT PROGRAMS 216 OB IN THE
REAL WORLD: THE COSTS OF JOB STRESS, PART 2 218 SUSTAINING A WELLNESS
STRATEGY 219 INDIVIDUAL APPROACHES TO STRESS PREVENTION AND MANAGEMENT
220 SUMMARY OF KEY POINTS 222 DISCUSSION AND REVIEW QUESTIONS 222 TAKING
IT TO THE NET: THE ANNUAL PHYSICAL EXAM 223 CASE FOR ANALYSIS: BUSINESS
TRAVELER STRESS 223 EXPERIENTIAL EXERCISE: BEHAVIOR ACTIVITY PROFILE*A
TYPE A MEASURE 224 EXPERIENTIAL EXERCISE: HEALTH RISK APPRAISAL 227 PART
THREE BEHAVIOR WITHIN ORGANIZATIONS: GROUPSAND INTERPERSONAL INFLUENCE
229 CHAPTER 8 GROUP AND TEAM BEHAVIOR 230 TEAMS CAN CHANGE THE WORLD 231
THE INVENTION TEAM 231 THE APPLE TEAM 231 THE MAGIC OF AN IDEA TEAM 231
THE MEANING OF A GROUP 232 TYPES OF GROUPS 232 FORMAL GROUPS 233
INFORMAL GROUPS 233 WHY PEOPLE FORM GROUPS 234 THE SATISFACTION OF NEEDS
234 PROXIMITY AND ATTRACTION 234 GROUP GOALS 235 ECONOMICS 235 STAGES OF
DEVELOPMENT 235 THE FIVE-STAGE MODEL 236 THE PUNCTUATED EQUILIBRIUM
MODEL 236 CHARACTERISTICS OF GROUPS 236 STRUCTURE 237 STATUS HIERARCHY
237 ROLES 237 NORMS 238 LEADERSHIP 240 COHESIVENESS 240 OB IN THE REAL
WORLD: GROUPTHINK AND A POSITIVE RESULT 242 SOCIAL LOAFING 244 THE
NATURE AND TYPES OF TEAMS 245 PROBLEM-SOLVING TEAMS 245 VIRTUAL TEAMS
245 OB IN THE REAL WORLD: MICROSOFT VIRTUAL TEAMING 246 CROSS-FUNCTIONAL
TEAMS 247 SKUNKWORKS 247 SELF-DIRECTED WORK TEAMS 247 OB IN THE REAL
WORLD: THE EARLIEST SKUNKWORKS 248 WHY TEAMS ARE FORMED 248 ENHANCED
PRODUCTIVITY 249 FLATTENING ORGANIZATIONS 249 NEED FOR FLEXIBILITY AND
QUICKER DECISIONS 250 WORKFORCE DIVERSITY 250 OB IN THE REAL WORLD:
GROUP DIVERSITY: SOME POINTS TO CONSIDER 251 IMPROVED QUALITY 252
INCREASED CUSTOMER SATISFACTION 252 OBSTACLES TO EFFECTIVE TEAMS 252
BUILDING EFFECTIVE TEAMS 253 TOP-LEVEL COMMITMENT AND PROVISION OF CLEAR
GOALS 253 MANAGEMENT-EMPLOYEE TRUST 253 WILLINGNESS TO TAKE RISKS AND
SHARE INFORMATION 253 OB IN THE REAL WORLD: TEAM-BUILDING POINTERS
(LEARNING FROM GEESE) 254 TIME, RESOURCES, AND A COMMITMENT TO TRAINING
254 INTERGROUP BEHAVIOR AND CONFLICT 255 THE ROLE CONCEPT 255 * .
CONTENTS XV MULTIPLE ROLES AND ROLE SETS 256 ROLE PERCEPTION 256 ROLE
CONFLICT 256 RESULTS OF ROLE CONFLICT 257 SUMMARY OF KEY POINTS 257
DISCUSSION AND REVIEW QUESTIONS 258 TAKING IT TO THE NET: TEAM BUILDING
259 CASE FOR ANALYSIS: LEADING A VIRTUAL TEAM 259 EXPERIENTIAL EXERCISE:
PARTICIPATION IN AND OBSERVATION OF GROUP PROCESSES 260 CHAPTER 9
CONFLICT AND NEGOTIATION 262 HOW INTERGROUP CONFLICT CAN AFFECT AN
INTERNATIONAL STARTUP TEAM 263 A REALISTIC VIEW OF INTERGROUP CONFLICT
264 FUNCTIONAL CONFLICT 264 DYSFUNCTIONAL CONFLICT 264 OB IN THE REAL
WORLD: HOW DO YOU HANDLE INTERPERSONAL CONFLICT? 265 CONFLICT AND
ORGANIZATIONAL PERFORMANCE 266 VIEWS ON INTERGROUP CONFLICT IN PRACTICE
266 INTRAGROUP CONFLICT AND GROUP PRODUCTIVITY 266 WHY INTERGROUP
CONFLICT OCCURS 268 WORK INTERDEPENDENCE 268 OB IN THE REAL WORLD:
INTERDEPENDENCE IN SPORTS 269 DIFFERENCES IN GOALS 269 DIFFERENCES IN
PERCEPTIONS 270 CONSEQUENCES OF DYSFUNCTIONAL INTERGROUP CONFLICT 272
CHANGES WITHIN GROUPS 272 CHANGES BETWEEN GROUPS 272 MANAGING INTERGROUP
CONFLICT THROUGH RESOLUTION 273 PROBLEM SOLVING 273 SUPERORDINATE GOALS
273 EXPANSION OF RESOURCES 274 AVOIDANCE 274 SMOOTHING 274 COMPROMISE
274 AUTHORITATIVE COMMAND 275 ALTERING THE HUMAN VARIABLE 275 ALTERING
THE STRUCTURAL VARIABLES 275 IDENTIFYING A COMMON ENEMY 275 MANAGING
INTERGROUP CONFLICT THROUGH NEGOTIATION 276 CROSS-CULTURAL NEGOTIATIONS
2 76 GROUP NEGOTIATIONS 277 PRENEGOTIATION TASKS 277 NEGOTIATION TACTICS
278 THE EFFECT OF PERSONALITIES ON THE NEGOTIATION PROCESS 279 THE ROLE
OF TRUST 279 ALTERNATIVES TO DIRECT NEGOTIATIONS 280 RESOLVING GROUP
CONFLICT THROUGH TEAM BUILDING 280 TEAM BUILDING AS A PROCESS 281 OB IN
THE REAL WORLD: RESOLVING CONFLICT THROUGH TEAM BUILDING IN A SMALL
COMPUTER ORGANIZATION 282 MANAGEMENT S ROLE IN BUILDING TEAMS 282
MANAGING INTERGROUP CONFLICT THROUGH STIMULATION 283 COMMUNICATION 283
BRINGING OUTSIDE INDIVIDUALS INTO THE GROUP 283 ALTERING THE
ORGANIZATION S STRUCTURE 284 STIMULATING COMPETITION 284 SUMMARY OF KEY
POINTS 284 DISCUSSION AND REVIEW QUESTIONS 285 TAKING IT TO THE NET:
NEGOTIATING TIPS 285 CASE FOR ANALYSIS: A SUCCESSFUL PARTNERSHIP AT
FORD-MAZDA 286 EXPERIENTIAL EXERCISE: THE OLD STACK PROBLEM 287 CHAPTER
10 POWER AND POLITICS 289 THE PERSONAL POWER OF GREAT BUSINESS LEADERS
290 POWER AND AUTHORITY 290 INTERPERSONAL POWER 291 LEGITIMATE POWER 291
REWARD POWER 292 COERCIVE POWER 292 EXPERT POWER 292 REFERENT POWER 292
NEED FOR POWER 293 OB IN THE REAL WORLD: BUILD YOUR INTERPERSONAL POWER
294 STRUCTURAL AND SITUATIONAL POWER 294 RESOURCES 295 DECISION-MAKING
POWER 295 INFORMATION POWER 295 UPWARD FLOW OF POWER 296
INTERDEPARTMENTAL POWER 296 COPING WITH UNCERTAINTY 297 CENTRALITY 298
SUBSTITUTABILITY 298 OBEDIENCE TO AUTHORITY 299 XVI CONTENTS POLITICAL
STRATEGIES AND TACTICS 300 OB IN THE REAL WORLD: THE NEIGHBORHOOD BULLY
IS BACK: AT YOUR WORKPLACE 301 RESEARCH ON POLITICS 301 IMPRESSION
MANAGEMENT 302 PLAYING POLITICS 303 OB IN THE REAL WORLD: CAN BUSINESS
SCHOOLS TEACH ETHICS? 305 ETHICS, POWER, AND POLITICS 305 SUMMARY OF KEY
POINTS 306 DISCUSSION AND REVIEW QUESTIONS 307 TAKING IT TO THE NET:
OFFICE POLITICS 101 307 CASE FOR ANALYSIS: TERRY S DILEMMA 308
EXPERIENTIAL EXERCISE: OFFICE DIPLOMACY: THE DOS AND DON TS 309 CHAPTER
11 LEADERSHIP: FUNDAMENTALS 310 BUSINESS LEADERS: BORN OR MADE? 311
LEADERSHIP DEFINED 312 TRAITS THAT APPEAR TO IDENTIFY LEADERS 314
ABILITIES 314 PERSONALITY TRAITS . 314 MOTIVATION 315 SYNOPSIS OF TRAIT
THEORY 315 OB IN THE REAL WORLD: WANTED: GLOBAL LEADERS 316 THE
BEHAVIORS OF EFFECTIVE LEADERS 317 JOB-CENTERED AND EMPLOYEE-CENTERED
LEADERSHIP 317 INITIATING STRUCTURE AND CONSIDERATION LEADERSHIP 318 OB
IN THE REAL WORLD: STUDIES OF LEADERSHIP IN JAPAN AND CHINA 319
COMPARISONS OF EFFECTIVE LEADERSHIP BEHAVIOR THEORIES 319 THE EFFECTS OF
SITUATIONAL DIFFERENCES 320 CONTINGENCY LEADERSHIP MODEL 321 PATH-GOAL
MODEL 325 HERSEY-BLANCHARD SITUATIONAL LEADERSHIP MODEL 328 OB IN THE
REAL WORLD: HELPING WOMEN BECOME LEADERS 329 LEADER-MEMBER EXCHANGE
THEORY 331 COMPARING THE SITUATIONAL APPROACHES 331 SUMMARY OF KEY
POINTS 333 DISCUSSION AND REVIEW QUESTIONS 333 TAKING IT TO THE NET:
USING FACTS NOT GOSSIP 334 CASE FOR ANALYSIS: A NEW LEADERSHIP POSITION
334 EXPERIENTIAL EXERCISE: PERSONAL AND GROUP LEADERSHIP HALL OF FAME
335 EXPERIENTIAL EXERCISE: LEADERSHIP COACH: ARE EMPLOYEES BOBS OR WOWS?
336 CHAPTER 12 LEADERSHIP: EMERGING AND CHANGING CONCEPTS 338 LEADERSHIP
IN A POST-SEPTEMBER 11 AMERICA 339 VROOM-JAGO LEADERSHIP MODEL 341
NATURE OF THE VROOM-YETTON-JAGO MODEL 341 OB IN THE REAL WORLD: THE
ROLES OF LEADERS IN SELF-MANAGED TEAMS 344 APPLICATION OF THE NEW MODEL
345 VALIDITY OF THE VROOM-JAGO MODEL 345 INTERNATIONAL RESEARCH 345
LIMITATIONS OF THE MODEL 347 ATTRIBUTION THEORY OF LEADERSHIP 347
LEADERSS ATTRIBUTIONS 347 LEADER S PERCEPTION OF RESPONSIBILITY 348 A
TTRIBUTIONAL LEADERSHIP MODEL 348 LEADER BEHAVIOR: CAUSE OR EFFECT? 349
CHARISMATIC LEADERSHIP 349 DEFINING CHARISMATIC LEADERSHIP 350 CONGER S
MODEL 350 WHAT CONSTITUTES CHARISMATIC LEADERSHIP BEHAVIOR? 350 TWO
TYPES OF CHARISMATIC LEADERS 351 OB IN THE REAL WORLD: ETHICAL
LEADERSHIP IN DIFFICULT TIMES 352 TRANSACTIONAL AND TRANSFORMATIONAL
LEADERSHIP 353 TRANSACTIONAL LEADERSHIP 353 TRANSFORMATIONAL LEADERSHIP
354 OB IN THE REAL WORLD: A LEADER WHO STANDS UP AND STANDS OUT 355 OB
IN THE REAL WORLD: LEVEL 5 LEADERSHIP 356 SUBSTITUTES FOR LEADERSHIP 357
OB IN THE REAL WORLD: SEARCHING FOR THE MAGICAL LEADERSHIP FORMULA 359
SUMMARY OF KEY POINTS 359 DISCUSSION AND REVIEW QUESTIONS 360 TAKING IT
TO THE NET: LEADERS NEED GUIDANCE TOO! 361 CASE FOR ANALYSIS: INTEL
PREPARES ITS TOP LEADERS 361 EXPERIENTIAL EXERCISE: VROOM-JAGO
LEADERSHIP STYLE ANALYSIS 362 CONTENTS XVII PART FOUR THE STRUCTURE AND
DESIGN OF ORGANIZATIONS 365 CHAPTER 14 ORGANIZATION STRUCTURE 392
CHAPTER 13 WORK DESIGN 366 DESIGNING JOBS TO ALLOW WORK/FAMILY BALANCE
367 DESIGNING JOBS TO ENHANCE QUALITY OF WORK LIFE 368 WORK/FAMILY
BALANCE AND JOB DESIGN 369 OB IN THE REAL WORLD: JOB SHARING AT XEROX:
HOW TWO EMPLOYEES MADE IT HAPPEN 370 THE IMPORTANT CONCEPTS OF JOB
DESIGN 371 JOB PERFORMANCE OUTCOMES 371 OBJECTIVE OUTCOMES 371 PERSONAL
BEHAVIOR OUTCOMES 372 INTRINSIC AND EXTRINSIC OUTCOMES 3 72 JOB
SATISFACTION OUTCOMES 3 72 DESCRIBING JOBS THROUGH JOB ANALYSIS 373 JOB
CONTENT 373 JOB REQUIREMENTS 373 JOB CONTEXT 374 JOB ANALYSIS IN
DIFFERENT SETTINGS 3 74 OB IN THE REAL WORLD: SIX SIGMA: CURE-ALL OR
DESTROYER OF INNOVATION? 375 JOB DESIGNS: THE RESULTS OF JOB ANALYSIS
376 RANGE AND DEPTH 3 76 JOB RELATIONSHIPS 377 THE WAY PEOPLE PERCEIVE
THEIR JOBS 378 PERCEIVED JOB CONTENT 378 JOB CHARACTERISTICS 379
INDIVIDUAL DIFFERENCES 379 SOCIAL SETTING DIFFERENCES 380 DESIGNING JOB
RANGE: JOB ROTATION AND JOB ENLARGEMENT 380 JOB ROTATION 380 JOB
ENLARGEMENT 381 DESIGNING JOB DEPTH: JOB ENRICHMENT 381 OB IN THE REAL
WORLD: JOB REDESIGN THROUGH APPLICATIONS OF MODULAR TASKS 384 TEAMS AND
JOB DESIGN 385 TOTAL QUALITY MANAGEMENT AND JOB DESIGN 385 SUMMARY OF
KEY POINTS 387 DISCUSSION AND REVIEW QUESTIONS 387 TAKING IT TO THE NET:
SEARCH FOR A GOOD FIT? ONLINE JOB DESCRIPTIONS 388 CASE FOR ANALYSIS:
WORK REDESIGN IN AN INSURANCE COMPANY 389 EXPERIENTIAL EXERCISE:
PERSONAL PREFERENCES 390 ORGANIZATION STRUCTURE AND FIRM SURVIVAL 393
THE CONCEPT OF ORGANIZATION STRUCTURE 394 STRUCTURE AS AN INFLUENCE ON
BEHAVIOR 394 STRUCTURE AS RECURRING ACTIVITIES 395 DESIGNING AN
ORGANIZATION STRUCTURE 395 DIVISION OF LABOR 396 DEPARTMENTAL BASES 397
FUNCTIONAL DEPARTMENTALIZATION 397 GEOGRAPHIC DEPARTMENTALIZATION 399
PRODUCT DEPARTMENTALIZATION 399 CUSTOMER DEPARTMENTALIZATION 400
COMBINED BASES FOR DEPARTMENTALIZATION: THE MATRIX - ORGANIZATION 400
SPAN OF CONTROL 401 OB IN THE REAL WORLD: ROVER GROUP USES MATRIX
ORGANIZATION TO GREAT ADVANTAGE 402 REQUIRED CONTACT 402 DEGREE OF
SPECIALIZATION 402 OB IN THE REAL WORLD: THE EFFECTS OF DOWNSIZING ON
THE SPANS OF CONTROL OF MANAGERS 403 ABILITY TO COMMUNICATE 403
DELEGATION OF AUTHORITY 404 REASONS TO DECENTRALIZE AUTHORITY 404
REASONS TO CENTRALIZE AUTHORITY 405 DECISION GUIDELINES 405 MECHANISTIC
AND ORGANIC MODELS OF ORGANIZATION DESIGN 406 THE MECHANISTIC MODEL 406
THE ORGANIC MODEL 408 CONTINGENCY DESIGN THEORIES 410 TECHNOLOGY AND
ORGANIZATIONAL DESIGN 410 THE CLASSIC STUDY OF TECHNOLOGY AND
ORGANIZATIONAL DESIGN 411 UNDERSTANDING THE RELATIONSHIP BETWEEN
TECHNOLOGY AND STRUCTURE 412 ENVIRONMENT AND ORGANIZATIONAL DESIGN 412
THE CLASSIC STUDY OF THE RELATIONSHIP BETWEEN ENVIRONMENT AND
ORGANIZATIONAL DESIGN 412 ENVIRONMENTAL UNCERTAINTY AND ORGANIZATIONAL
DESIGN IN THE SERVICE SECTOR 414 UNDERSTANDING THE RELATIONSHIP BETWEEN
ENVIRONMENTAL UNCERTAINTY AND STRUCTURE 415 ENVIRONMENTAL UNCERTAINTY,
INFORMATION PROCESSING, AND ADAPTIVE DESIGN STRATEGIES 416
SOCIOTECHNICAL SYSTEMS THEORY 416 CREATING VIRTUAL ORGANIZATIONS 417
SUMMARY OF KEY POINTS 418 XVIII CONTENTS DISCUSSION AND REVIEW QUESTIONS
419 TAKING IT TO THE NET: VIRTUAL ORGANIZATIONAL DESIGN 420 CASE FOR
ANALYSIS: DEFINING THE ROLE OF A LIAISON OFFICER 420 EXPERIENTIAL
EXERCISE: IDENTIFYING AND CHANGING ORGANIZATION DESIGN 422 PART FIVE THE
PROCESSES OF ORGANIZATIONS 425 CHAPTER 15 MANAGING COMMUNICATION
PROCESSES 426 COMMUNICATING IN GLOBAL VIRTUAL TEAMS 427 THE IMPORTANCE
OF COMMUNICATION 428 OB IN THE REAL WORLD: COMMUNICATION CAN MAKE THE
DIFFERENCE 429 THE COMMUNICATION PROCESS 429 A CLASSIC MODEL 430
NONVERBAL MESSAGES 432 COMMUNICATING ACROSS CULTURES 432 WORDS 433 SPACE
433 TIME 433 OB IN THE REAL WORLD: TOYOTA IN FRANCE: CULTURE CLASH? 434
BEHAVIOR 434 COMMUNICATING WITHIN ORGANIZATIONS 435 DIRECTIONS OF
COMMUNICATION 435 COMMUNICATION AND TECHNOLOGY 436 THE GRAPEVINE: AN
INFORMAL COMMUNICATION CHANNEL 439 INTERPERSONAL COMMUNICATION 441
INTERPERSONAL STYLES 441 INTERPERSONAL STRATEGIES 442 MANAGERIAL STYLES
442 BARRIERS TO EFFECTIVE COMMUNICATION 443 BARRIERS CREATED BY THE
SENDER 444 BARRIERS CREATED BY THE RECEIVER 446 BARRIERS CREATED BY THE
SENDER AND/OR RECEIVER 446 OB IN THE REAL WORLD: INTRANETS IMPROVE
INTERNAL COMMUNICATION 448 IMPROVING COMMUNICATION IN AN ORGANIZATION
449 FOLLOWING UP 449 REGULATING INFORMATION FLOW 449 UTILIZING FEEDBACK
450 EMPATHY 450 REPETITION 450 ENCOURAGING MUTUAL TRUST 450 EFFECTIVE
TIMING 451 SIMPLIFYING LANGUAGE 451 EFFECTIVE LISTENING 451 SUMMARY OF
KEY POINTS 452 DISCUSSION AND REVIEW QUESTIONS 453 TAKING IT TO THE NET:
NETIQUETTE: EFFECTIVELY COMMUNICATING WITH E-MAIL 453 CASE FOR ANALYSIS:
LEIGH RANDELL 454 EXPERIENTIAL EXERCISE: PERCEPTUAL DIFFERENCES 455
CHAPTER 16 DECISION MAKING 457 DECISION MAKING: ARE YOU AS GOOD AS YOU
THINK YOU ARE? 458 TYPES OF DECISIONS 458 OB IN THE REAL WORLD: FALLING
IN LOVE WITH TECHNOLOGY 460 THE DECISION-MAKING PROCESS 461 ESTABLISHING
SPECIFIC GOALS AND OBJECTIVES AND MEASURING RESULTS 462 IDENTIFYING
PROBLEMS 462 DEVELOPING ALTERNATIVES 463 EVALUATING ALTERNATIVES 463
CHOOSING AN ALTERNATIVE 464- , IMPLEMENTING THE DECISION 464 CONTROL
AND EVALUATION 464 OB IN THE REAL WORLD: DO GOOD COMPANIES MAKE POOR
DECISIONS? 465 BEHAVIORAL INFLUENCES ON INDIVIDUAL DECISION MAKING 466
ETHICAL DECISION MAKING 466 VALUES 468 PERSONALITY 468 * , PROPENSITY
FOR RISK 469 POTENTIAL FOR DISSONANCE 470 ESCALATION OF COMMITMENT 471
GROUP DECISION MAKING 471 OB IN THE REAL WORLD: HENRY FORD ESTABLISHED
FORDLANDIA ( FORD LAND ) IN THE AMAZON! 472 INDIVIDUAL VERSUS GROUP
DECISION MAKING 473 TECHNIQUES FOR STIMULATING CREATIVITY IN GROUP
DECISION MAKING 474 SUMMARY OF KEY POINTS 476 DISCUSSION AND REVIEW
QUESTIONS 476 TAKING IT TO THE NET: CAN BETTER DECISION MAKING BE
TAUGHT? 477 CONTENTS XIX CASE FOR ANALYSIS: BREAKING THE RULES 477
EXPERIENTIAL EXERCISE: LOST ON THE MOON: A GROUP DECISION EXERCISE 478
CHAPTER 17 MANAGING ORGANIZATIONAL CHANGE AND LEARNING 480 MANAGING
CHANGE IS A PROACTIVE BEHAVIOR 481 LEARNING PRINCIPLES AND CHANGE 482
CHANGE AGENTS 483 EXTERNAL CHANGE AGENTS 483 INTERNAL CHANGE AGENTS 484
EXTERNAL-INTERNAL CHANGE AGENTS 484 RESISTANCE TO CHANGE 484 WHY PEOPLE
RESIST CHANGE 485 OB IN THE REAL WORLD: SOME ACTIONS TO REDUCE
RESISTANCE TO CHANGE 486 REDUCING RESISTANCE TO CHANGE 487 A MODEL FOR
MANAGING ORGANIZATIONAL CHANGE 487 FORCES FOR CHANGE 488 ENVIRONMENTAL.
FORCES 488 INTERNAL FORCES 489 DIAGNOSIS OF A PROBLEM 489 ALTERNATIVE
INTERVENTIONS 490 DEPTH AND APPROACH OF INTENDED CHANGE 490 IDENTIFYING
ALTERNATIVE CHANGE TECHNIQUES 492 STRUCTURAL CHANGE 492 BEHAVIORAL
CHANGE 493 TECHNOLOGICAL CHANGE 495 APPRECIATIVE INQUIRY 496 OB IN THE
REAL WORLD: TECHNOLOGY CHANGE CREATES ETHICAL ISSUES FOR MANAGERS 497 OB
IN THE REAL WORLD: SNAPSHOTS OF AI USE AND CLAIMS 499 TRENDS IN
ORGANIZATIONAL CHANGE 499 RECOGNIZING LIMITING CONDITIONS 501 OVERCOMING
LIMITING CONDITIONS 502 LEADERSHIP CLIMATE 502 FORMAL ORGANIZATION 502
ORGANIZATIONAL CULTURE 503 RESISTANCE TO CHANGE 503 IMPLEMENTING AND
EVALUATING THE CHANGE 503 THE ETHICAL ISSUES OF ORGANIZATIONAL CHANGE
504 SOME GUIDELINES FOR MANAGING CHANGE 505 THE LEARNING ORGANIZATION
505 LEARNING CAPABILITIES AND LEADERSHIP 506 LEARNING 507 SUMMARY OF KEY
POINTS 508 DISCUSSION AND REVIEW QUESTIONS 509 TAKING IT TO THE NET:
MONITORING DRAMATIC CHANGES 509 CASE FOR ANALYSIS: BAYER S MAJOR CHANGES
IN ONE PLANT 509 EXPERIENTIAL EXERCISE: ALTERNATIVE WAYS TO INITIATE
CHANGE 511 APPENDIX A PROCEDURES AND TECHNIQUES FOR STUDYING
ORGANIZATIONS: BEHAVIOR, STRUCTURE, PROCESSES 513 SOURCES OF KNOWLEDGE
ABOUT ORGANIZATIONS 513 HISTORY 513 EXPERIENCE 515 SCIENCE 515
BEHAVIORAL SCIENCES RESEARCH AND METHODS 515 RESEARCH 515 THE SCIENTIFIC
APPROACH 516 METHODS OF INQUIRY 516 RESEARCH DESIGNS 520 ONE-SHOT DESIGN
520 ONE-GROUP PRETEST-POSTTEST DESIGN 521 STATIC-GROUP COMPARISON DESIGN
522 PRETEST-POSTTEST CONTROL GROUP DESIGN 522 POSTTEST-ONLY CONTROL
GROUP DESIGN 523 SOLOMON FOUR-GROUP DESIGN 523 OBSERVATION AND
MEASUREMENT 523 OBSERVATION 523 INTERVIEWS 524 QUESTIONNAIRES 524
NONREACTIVE MEASURES 524 QUALITATIVE RESEARCH 524 GLOSSARY 526 ENDNOTES
535 NAME INDEX 579 COMPANY INDEX 589 SUBJECT INDEX 591
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LILT UNIVERSITY OF KENTUCKY JOHN M. IVANCEV ICH UNIVERSITY OF HOUSTON
JAMES H. DONNELLY, JR. UNIVERSITY OF KENTUCKY FLORIDA ATLANTIC
UNIVERSITY CONTENTS PREFACE VI PART ONE INTRODUCTION 1 CHAPTER 1 THE
STUDY OF ORGANIZATIONS 2 GLOBAL ACCOUNT MANAGERS: MULTIPLE SKILLS ARE
NEEDED 3 OB IN THE REAL WORLD: PUTTING PEOPLE FIRST 4 STUDYING
ORGANIZATIONAL BEHAVIOR 5 ORGANIZATIONAL BEHAVIOR FOLLOWS PRINCIPLES OF
HUMAN BEHAVIOR 6 ORGANIZATIONS ARE SOCIAL SYSTEMS 6 MULTIPLE FACTORS
SHAPE ORGANIZATIONAL BEHAVIOR 6 » STRUCTURE AND PROCESSES AFFECT
ORGANIZATIONAL BEHAVIOR AND THE EMERGENT CULTURE 7 THE BLENDING OF THE
ART AND SCIENCE OF ORGANIZATIONAL BEHAVIOR 8 A MODEL FOR MANAGING
ORGANIZATIONS: BEHAVIOR, STUCTURE, AND PROCESSES 8 THE ORGANIZATION S
ENVIRONMENT 8 BEHAVIOR WITHIN ORGANIZATIONS 9 OB IN THE REAL WORLD: A
FEW LEADERSHIP MAXIMS 11 THE STRUCTURE AND DESIGN OF ORGANIZATIONS 11
THE PROCESS OF ORGANIZATIONS 12 PERSPECTIVES ON EFFECTIVENESS 13 THE
NATURE OF MANAGERIAL WORK 15 PLANNING EFFECTIVE PERFORMANCE 16 "
ORGANIZING EFFECTIVE PERFORMANCE 16 OB IN THE REAL WORLD: ANOTHER DAY AS
A MANAGER 17 LEADING EFFECTIVE PERFORMANCE 17 CONTROLLING EFFECTIVE
PERFORMANCE 18 THREE WAYS TO THINK ABOUT EFFECTIVENESS 18 GOAL APPROACH
TO EFFECTIVENESS 18 SYSTEMS THEORY APPROACH TO EFFECTIVENESS 19
STAKEHOLDER APPROACH TO EFFECTIVENESS 21 ORGANIZATIONAL CHANGE AND
LEARNING 22 MANAGERIAL WORK AND THE BEHAVIOR, STRUCTURE, AND PROCESSES
OF ORGANIZATIONS 23 SUMMARY OF KEY POINTS 24 DISCUSSION AND REVIEW
QUESTIONS 25 TAKING IT TO THE NET: TRADITIONAL VERSUS NEW ECONOMY
COMPARISON 26 CASE FOR ANALYSIS: MCDONALD'S: ATTEMPTING TO REGAIN ITS
EFFECTIVENESS? 26 CHAPTER 2 ORGANIZATIONAL CULTURE 28 NIKE'S CULTURE
ACTIVISTS: ATTEMPT TO DAMPEN GROWTH 29 ORGANIZATIONAL CULTURE 29
ORGANIZATIONAL CULTURE DEFINED 30 OB IN THE REAL WORLD: CULTURAL
DIAGNOSIS AT ALBERTO-CULVER 31 OB IN THE REAL WORLD: PFIZER 32
ORGANIZATIONAL CULTURE AND SOCIETAL VALUE SYSTEMS 32 ORGANIZATIONAL
CULTURE AND ITS EFFECTS 33 CREATING ORGANIZATIONAL CULTURE 34 OB IN THE
REAL WORLD: FIVE BEST PLACES TO. WORK 35 TYPES OF CULTURE 35
ORGANIZATIONAL SUBCULTURES 3 7 MERGING CULTURES 37 INFLUENCING CULTURE
CHANGE 38 ORGANIZATIONAL CULTURE AND SPIRITUALITY 40 SOCIALIZATION AND
CULTURE 41 SOCIALIZATION STAGES . 41 CHARACTERISTICS OF EFFECTIVE
SOCIALIZATION 43 EFFECTIVE ANTICIPATORY SOCIALIZATION 43 EFFECTIVE
ACCOMMODATION SOCIALIZATION 44 EFFECTIVE ROLE MANAGEMENT SOCIALIZATION
45 MENTORS AND SOCIALIZATION 45 OB IN THE REAL WORLD: MENTORING CAN GO
HAYWIRE 46 SOCIALIZING A CULTURALLY DIVERSE WORKFORCE 47 OB IN THE REAL
WORLD: LEARNING ABOUT DIVERSITY 48 MANAGEMENT'S ABILITY TO CAPITALIZE ON
DIVERSITY 48 SUMMARY OF KEY POINTS 49 DISCUSSION AND REVIEW QUESTIONS 50
TAKING IT TO THE NET: ONE OF THE BEST FIRMS 50 XI XII CONTENTS CASE FOR
ANALYSIS: CREATING A KNOWLEDGE- BASED CULTURE 51 EXPERIENTIAL EXERCISE:
TESTING NATIONAL CULTURE KNOWLEDGE 51 CHAPTER 3 GLOBALIZATION 53 THE
VIRTUAL EXPATRIATE 54 GLOBALIZATION 55 OB IN THE REAL WORLD: OFFSHORING:
DOES IT CREATE OR REPLACE JOBS IN THE GLOBAL MARKETPLACE 56 GLOBAL
STRATEGIC SKILLS 58 TEAM-BUILDING SKILLS 59 ORGANIZATION SKILLS 59
COMMUNICATION SKILLS 59 OB IN THE REAL WORLD: COMMUNICATING IN GLOBAL
VIRTUAL TEAMS 60 TRANSFER OF KNOWLEDGE SKILLS 61 CULTURE 61 NATIONAL
CULTURE 61 HISTORY AND CULTURE 61 OB IN THE REAL WORLD: ETHICAL
DIFFERENCES 62 CULTURAL DIMENSIONS 63 PEOPLE'S RELATIONSHIP TO NATURE 63
INDIVIDUALISM VERSUS COLLECTIVISM 63 TIME ORIENTATION 63 ACTIVITY
ORIENTATION 64 DEGREE OF FORMALITY 64 LANGUAGE 64 RELIGION 65
CROSS-CULTURAL RESEARCH FINDINGS 65 HOFSTEDE 'S RESEARCH 65
HOFSTEDE-INSPIRED RESEARCH 70 THE GLOBE PROJECT 71 CROSS-CULTURAL
TRANSITIONS 73 HUMAN RESOURCES FOR INTERNATIONAL ASSIGNMENTS 73 OB IN
THE REAL WORLD: EXPATRIATE MANAGERS 74 THE EXPATRIATE MANAGER 74 CULTURE
SHOCK AND THE EXPATRIATE MANAGER 76 TRAINING THE EXPATRIATE MANAGER 77
THE GLOBAL THEME FOR ORGANIZATIONS: BEHAVIOR, STRUCTURE, AND PROCESS 78
SUMMARY OF KEY POINTS 79 DISCUSSION AND REVIEW QUESTIONS 80 TAKING IT TO
THE NET: OFFSHORING: WHAT'S IT ALL ABOUT? 81 CASE FOR ANALYSIS:
EMPLOYMENT OPPORTUNITIES IN MULTINATIONAL FIRMS 82 EXPERIENTIAL
EXERCISE: HOW IMPORTANT IS YOUR FAMILY? 86 EXPERIENTIAL EXERCISE:
EXPATRIATE SOURCES ON THE WEB 87 PART TWO BEHAVIOR WITHIN ORGANIZATIONS:
THE INDIVIDUAL 89 CHAPTER 4 INDIVIDUAL BEHAVIOR AND DIFFERENCES 90 A
GROWN-UP RISK TAKER 91 THE BASIS FOR UNDERSTANDING BEHAVIOR 92
INDIVIDUAL DIFFERENCES 94 ABILITIES AND SKILLS 94 DEMOGRAPHICS 96 OB IN
THE REAL WORLD: COCA-COLA RANKS HIGH IN TERMS OF DIVERSITY PRACTICES 97
INDIVIDUAL PSYCHOLOGICAL VARIABLES 98 PERCEPTION 98 ATTRIBUTION 101
ATTRIBUTION ERRORS 102 ATTITUDES 103 OB IN THE REAL WORLD: CHANGING
VALUES IN THE WORKPLACE 107 OB IN THE REAL WORLD: IS PAY THE MOST
IMPORTANT FACTOR? 110 JOB SATISFACTION COMPARISON OF INDIVIDUALS IN WORK
ARRANGEMENTS 111 JOB SATISFACTION AND CUSTOMER SATISFACTION 111
PERSONALITY 111 OB IN THE REAL WORLD: THE MYERS-BRIGGS TYPE INDICATOR
(MBTI) IS PREFERRED BY MANAGERS 115 EMOTIONAL INTELLIGENCE 120 OB IN THE
REAL WORLD: EMOTIONAL CONTAGION: A LESSON FOR THE EMOTIONALLY
INTELLIGENT 121 THE PSYCHOLOGICAL CONTRACT 121 PSYCHOLOGICAL CONTRACT
VIOLATIONS 122 SUMMARY OF KEY POINTS 123 DISCUSSION AND REVIEW QUESTIONS
124 TAKING IT TO THE NET 125 CASE FOR ANALYSIS: A POTTER'S WHEEL 125
EXPERIENTIAL EXERCISE: APPLYING ATTRIBUTION THEORY 125 CHAPTER 5
MOTIVATION: BACKGROUND AND THEORIES 127 ADDRESSING THE MOTIVATION PUZZLE
WHAT IS MOTIVATION? 13 0 128 CONTENTS XIII THE STARTING POINT: THE
INDIVIDUAL 131 MOTIVATION THEORIES: A CLASSIFICATION SYSTEM 133 MASLOW'S
NEED HIERARCHY 134 SELECTED NEED HIERARCHY RESEARCH 134 ALDERFER'S ERG
THEORY 13 5 ERG: LIMITED RESEARCH BASE 136 HERZBERG 'S TWO-FACTOR THEORY
13 7 CRITIQUE OF HERZBERG'S THEORY 138 MCCLELLAND'S LEARNED NEEDS THEORY
13 9 RESEARCH ON LEARNED NEEDS 140 OB IN THE REAL WORLD: WOMEN MANAGERS:
BETTER MOTIVATORS THAN MEN? 141 A SYNOPSIS OF THE FOUR CONTENT THEORIES
142 OB IN THE REAL WORLD: ORGANIZATIONAL CITIZENSHIP BEHAVIOR: GOING THE
EXTRA MILE 145 EXPECTANCY THEORY 145 TERMINOLOGY 145 PRINCIPLES OF
EXPECTANCY THEORY 146 RESEARCH ON EXPECTANCY 148 MANAGEMENT PRACTICES
148 OB IN THE REAL WORLD: ASSESSING OUTCOMES MORE THOROUGHLY 149
CRITICISMS OF EXPECTANCY THEORY 149 EQUITY THEORY 150 ALTERNATIVES TO
RESTORE EQUITY 151 RESEARCH ON AND CRITICISM OF EQUITY THEORY 152
SUMMARY OF KEY POINTS 153 DISCUSSION AND REVIEW QUESTIONS 154 TAKING IT
TO THE NET: GENERATIONAL DIFFERENCES 154 CASE FOR ANALYSIS: WHAT
MOTIVATES ENTREPRENEURS? 154 EXPERIENTIAL EXERCISE: APPLYING MOTIVATION
THEORY 157 CHAPTER 6 MOTIVATION: ORGANIZATIONAL APPLICATIONS 158 REWARD
OR PUNISHMENT: THE SAGA OF STOCK OPTIONS 159 LEARNING 160 SOCIAL
LEARNING 160 OPERANT CONDITIONING 161 PRINCIPLES OF OPERANT CONDITIONING
162 BEHAVIOR MODIFICATION: A MANAGERIAL PERSPECTIVE 164 RESEARCH ON
REINFORCEMENT THEORY 166 CRITICISMS OF BEHAVIOR MODIFICATION 166 OB IN
THE REAL WORLD: FEEDBACK IS MOTIVATIONAL 167 BEHAVIORAL SELF-MANAGEMENT
168 A SELF-REGULATION MODEL 168 GOAL-SETTING THEORY 169 THE GOAL-SETTING
PROCESS 169 GOAL-SETTING RESEARCH 171 CRITICISMS OF GOAL SETTING 174
REVIEWING MOTIVATION 174 ORGANIZATIONAL REWARD SYSTEMS 176 A MODEL OF
INDIVIDUAL REWARDS 176 OB IN THE REAL WORLD: WHAT ARE REWARDS IN A
DIVERSE WORKFORCE? 178 EXTRINSIC AND INTRINSIC REWARDS 178 EXTRINSIC
REWARDS 178 INTRINSIC REWARDS 181 THE INTERACTION OF INTRINSIC AND
EXTRINSIC REWARDS 182 REWARDS, TURNOVER, AND ABSENTEEISM 182 REWARDS AND
JOB PERFORMANCE 183 REWARDS AND ORGANIZATIONAL COMMITMENT 183 REWARD
SYSTEMS IN HIGH-PERFORMING ORGANIZATIONS 183 CAFETERIA-STYLE FRINGE
BENEFITS 183 BANKING TIME OFF 184 SKILL-BASED PAY 185 GAINSHARING 185 OB
IN THE REAL WORLD: SKILL-BASED PAY PROGRAMS CAN INCREASE LEARNING 186
KOHN'S CRITICISM OF PERFORMANCE-BASED REWARDS 187 SUMMARY OF KEY POINTS
188 DISCUSSION AND REVIEW QUESTIONS 190 TAKING IT TO THE NET: HOW ABOUT
NONCASH REWARDS? 190 CASE FOR ANALYSIS: JACK WELCH OF GENERAL ELECTRIC:
A NEUTRON BOMB OR A MOTIVATOR? 191 EXPERIENTIAL EXERCISE: MAKING CHOICES
ABOUT REWARDS 193 EXPERIENTIAL EXERCISE: VALUING DIVERSITY 194 CHAPTER 7
WORKPLACE STRESS: ISSUES AND MANAGEMENT 196 PUTTING BALANCE INTO
WORK/LIFE SPILLOVER 197 WHAT IS STRESS? 198 ORGANIZATIONAL STRESS: A
MODEL 199 WORK STRESSORS: INDIVIDUAL, GROUP, AND ORGANIZATIONAL 201
INDIVIDUAL STRESSORS 201 XIV CONTENTS OB IN THE REAL WORLD: MONOTONOUS
OR UNDERLOADED PAIN AND STRESS 203 GROUP AND ORGANIZATIONAL STRESSORS
203 NONWORK STRESSORS 205 STRESS OUTCOMES 205 INDIVIDUAL OUTCOMES 206 OB
IN THE REAL WORLD: STRESS AND DEATH IN JAPAN 206 ORGANIZATIONAL
CONSEQUENCES 208 OB IN THE REAL WORLD: MYTHS AND BURNOUT 209 OB IN THE
REAL WORLD: THE COSTS OF JOB STRESS 210 STRESS MODERATORS 211
PERSONALITY 211 TYPE A BEHAVIOR PATTERN 212 SOCIAL SUPPORT 213 STRESS
PREVENTION AND MANAGEMENT 214 MAXIMIZING PERSON-ENVIRONMENT FIT 215
ORGANIZATIONAL STRESS PREVENTION AND MANAGEMENT PROGRAMS 216 OB IN THE
REAL WORLD: THE COSTS OF JOB STRESS, PART 2 218 SUSTAINING A WELLNESS
STRATEGY 219 INDIVIDUAL APPROACHES TO STRESS PREVENTION AND MANAGEMENT
220 SUMMARY OF KEY POINTS 222 DISCUSSION AND REVIEW QUESTIONS 222 TAKING
IT TO THE NET: THE ANNUAL PHYSICAL EXAM 223 CASE FOR ANALYSIS: BUSINESS
TRAVELER STRESS 223 EXPERIENTIAL EXERCISE: BEHAVIOR ACTIVITY PROFILE*A
TYPE A MEASURE 224 EXPERIENTIAL EXERCISE: HEALTH RISK APPRAISAL 227 PART
THREE BEHAVIOR WITHIN ORGANIZATIONS: GROUPSAND INTERPERSONAL INFLUENCE
229 CHAPTER 8 GROUP AND TEAM BEHAVIOR 230 TEAMS CAN CHANGE THE WORLD 231
THE INVENTION TEAM 231 THE APPLE TEAM 231 THE MAGIC OF AN IDEA TEAM 231
THE MEANING OF A GROUP 232 TYPES OF GROUPS 232 FORMAL GROUPS 233
INFORMAL GROUPS 233 WHY PEOPLE FORM GROUPS 234 THE SATISFACTION OF NEEDS
234 PROXIMITY AND ATTRACTION 234 GROUP GOALS 235 ECONOMICS 235 STAGES OF
DEVELOPMENT 235 THE FIVE-STAGE MODEL 236 THE PUNCTUATED EQUILIBRIUM
MODEL 236 CHARACTERISTICS OF GROUPS 236 STRUCTURE 237 STATUS HIERARCHY
237 ROLES 237 NORMS 238 LEADERSHIP 240 COHESIVENESS 240 OB IN THE REAL
WORLD: GROUPTHINK AND A POSITIVE RESULT 242 SOCIAL LOAFING 244 THE
NATURE AND TYPES OF TEAMS 245 PROBLEM-SOLVING TEAMS 245 VIRTUAL TEAMS
245 OB IN THE REAL WORLD: MICROSOFT VIRTUAL TEAMING 246 CROSS-FUNCTIONAL
TEAMS 247 SKUNKWORKS 247 SELF-DIRECTED WORK TEAMS 247 OB IN THE REAL
WORLD: THE EARLIEST SKUNKWORKS 248 WHY TEAMS ARE FORMED 248 ENHANCED
PRODUCTIVITY 249 FLATTENING ORGANIZATIONS 249 NEED FOR FLEXIBILITY AND
QUICKER DECISIONS 250 WORKFORCE DIVERSITY 250 OB IN THE REAL WORLD:
GROUP DIVERSITY: SOME POINTS TO CONSIDER 251 IMPROVED QUALITY 252
INCREASED CUSTOMER SATISFACTION 252 OBSTACLES TO EFFECTIVE TEAMS 252
BUILDING EFFECTIVE TEAMS 253 TOP-LEVEL COMMITMENT AND PROVISION OF CLEAR
GOALS 253 MANAGEMENT-EMPLOYEE TRUST 253 WILLINGNESS TO TAKE RISKS AND
SHARE INFORMATION 253 OB IN THE REAL WORLD: TEAM-BUILDING POINTERS
(LEARNING FROM GEESE) 254 TIME, RESOURCES, AND A COMMITMENT TO TRAINING
254 INTERGROUP BEHAVIOR AND CONFLICT 255 THE ROLE CONCEPT 255 * .
CONTENTS XV MULTIPLE ROLES AND ROLE SETS 256 ROLE PERCEPTION 256 ROLE
CONFLICT 256 RESULTS OF ROLE CONFLICT 257 SUMMARY OF KEY POINTS 257
DISCUSSION AND REVIEW QUESTIONS 258 TAKING IT TO THE NET: TEAM BUILDING
259 CASE FOR ANALYSIS: LEADING A VIRTUAL TEAM 259 EXPERIENTIAL EXERCISE:
PARTICIPATION IN AND OBSERVATION OF GROUP PROCESSES 260 CHAPTER 9
CONFLICT AND NEGOTIATION 262 HOW INTERGROUP CONFLICT CAN AFFECT AN
INTERNATIONAL STARTUP TEAM 263 A REALISTIC VIEW OF INTERGROUP CONFLICT
264 FUNCTIONAL CONFLICT 264 DYSFUNCTIONAL CONFLICT 264 OB IN THE REAL
WORLD: HOW DO YOU HANDLE INTERPERSONAL CONFLICT? 265 CONFLICT AND
ORGANIZATIONAL PERFORMANCE 266 VIEWS ON INTERGROUP CONFLICT IN PRACTICE
266 INTRAGROUP CONFLICT AND GROUP PRODUCTIVITY 266 WHY INTERGROUP
CONFLICT OCCURS 268 WORK INTERDEPENDENCE 268 OB IN THE REAL WORLD:
INTERDEPENDENCE IN SPORTS 269 DIFFERENCES IN GOALS 269 DIFFERENCES IN
PERCEPTIONS 270 CONSEQUENCES OF DYSFUNCTIONAL INTERGROUP CONFLICT 272
CHANGES WITHIN GROUPS 272 CHANGES BETWEEN GROUPS 272 MANAGING INTERGROUP
CONFLICT THROUGH RESOLUTION 273 PROBLEM SOLVING 273 SUPERORDINATE GOALS
273 EXPANSION OF RESOURCES 274 AVOIDANCE 274 SMOOTHING 274 COMPROMISE
274 AUTHORITATIVE COMMAND 275 ALTERING THE HUMAN VARIABLE 275 ALTERING
THE STRUCTURAL VARIABLES 275 IDENTIFYING A COMMON ENEMY 275 MANAGING
INTERGROUP CONFLICT THROUGH NEGOTIATION 276 CROSS-CULTURAL NEGOTIATIONS
2 76 GROUP NEGOTIATIONS 277 PRENEGOTIATION TASKS 277 NEGOTIATION TACTICS
278 THE EFFECT OF PERSONALITIES ON THE NEGOTIATION PROCESS 279 THE ROLE
OF TRUST 279 ALTERNATIVES TO DIRECT NEGOTIATIONS 280 RESOLVING GROUP
CONFLICT THROUGH TEAM BUILDING 280 TEAM BUILDING AS A PROCESS 281 OB IN
THE REAL WORLD: RESOLVING CONFLICT THROUGH TEAM BUILDING IN A SMALL
COMPUTER ORGANIZATION 282 MANAGEMENT'S ROLE IN BUILDING TEAMS 282
MANAGING INTERGROUP CONFLICT THROUGH STIMULATION 283 COMMUNICATION 283
BRINGING OUTSIDE INDIVIDUALS INTO THE GROUP 283 ALTERING THE
ORGANIZATION'S STRUCTURE 284 STIMULATING COMPETITION 284 SUMMARY OF KEY
POINTS 284 DISCUSSION AND REVIEW QUESTIONS 285 TAKING IT TO THE NET:
NEGOTIATING TIPS 285 CASE FOR ANALYSIS: A SUCCESSFUL PARTNERSHIP AT
FORD-MAZDA 286 EXPERIENTIAL EXERCISE: THE OLD STACK PROBLEM 287 CHAPTER
10 POWER AND POLITICS 289 THE PERSONAL POWER OF GREAT BUSINESS LEADERS
290 POWER AND AUTHORITY 290 INTERPERSONAL POWER 291 LEGITIMATE POWER 291
REWARD POWER 292 COERCIVE POWER 292 EXPERT POWER 292 REFERENT POWER 292
NEED FOR POWER 293 OB IN THE REAL WORLD: BUILD YOUR INTERPERSONAL POWER
294 STRUCTURAL AND SITUATIONAL POWER 294 RESOURCES 295 DECISION-MAKING
POWER 295 INFORMATION POWER 295 UPWARD FLOW OF POWER 296
INTERDEPARTMENTAL POWER 296 COPING WITH UNCERTAINTY 297 CENTRALITY 298
SUBSTITUTABILITY 298 OBEDIENCE TO AUTHORITY 299 XVI CONTENTS POLITICAL
STRATEGIES AND TACTICS 300 OB IN THE REAL WORLD: THE NEIGHBORHOOD BULLY
IS BACK: AT YOUR WORKPLACE 301 RESEARCH ON POLITICS 301 IMPRESSION
MANAGEMENT 302 PLAYING POLITICS 303 OB IN THE REAL WORLD: CAN BUSINESS
SCHOOLS TEACH ETHICS? 305 ETHICS, POWER, AND POLITICS 305 SUMMARY OF KEY
POINTS 306 DISCUSSION AND REVIEW QUESTIONS 307 TAKING IT TO THE NET:
OFFICE POLITICS 101 307 CASE FOR ANALYSIS: TERRY'S DILEMMA 308
EXPERIENTIAL EXERCISE: OFFICE DIPLOMACY: THE DOS AND DON'TS 309 CHAPTER
11 LEADERSHIP: FUNDAMENTALS 310 BUSINESS LEADERS: BORN OR MADE? 311
LEADERSHIP DEFINED 312 TRAITS THAT APPEAR TO IDENTIFY LEADERS 314
ABILITIES 314 PERSONALITY TRAITS . 314 MOTIVATION 315 SYNOPSIS OF TRAIT
THEORY 315 OB IN THE REAL WORLD: WANTED: GLOBAL LEADERS 316 THE
BEHAVIORS OF EFFECTIVE LEADERS 317 JOB-CENTERED AND EMPLOYEE-CENTERED
LEADERSHIP 317 INITIATING STRUCTURE AND CONSIDERATION LEADERSHIP 318 OB
IN THE REAL WORLD: STUDIES OF LEADERSHIP IN JAPAN AND CHINA 319
COMPARISONS OF EFFECTIVE LEADERSHIP BEHAVIOR THEORIES 319 THE EFFECTS OF
SITUATIONAL DIFFERENCES 320 CONTINGENCY LEADERSHIP MODEL 321 PATH-GOAL
MODEL 325 HERSEY-BLANCHARD SITUATIONAL LEADERSHIP MODEL 328 OB IN THE
REAL WORLD: HELPING WOMEN BECOME LEADERS 329 LEADER-MEMBER EXCHANGE
THEORY 331 COMPARING THE SITUATIONAL APPROACHES 331 SUMMARY OF KEY
POINTS 333 DISCUSSION AND REVIEW QUESTIONS 333 TAKING IT TO THE NET:
USING FACTS NOT GOSSIP 334 CASE FOR ANALYSIS: A NEW LEADERSHIP POSITION
334 EXPERIENTIAL EXERCISE: PERSONAL AND GROUP LEADERSHIP HALL OF FAME
335 EXPERIENTIAL EXERCISE: LEADERSHIP COACH: ARE EMPLOYEES BOBS OR WOWS?
336 CHAPTER 12 LEADERSHIP: EMERGING AND CHANGING CONCEPTS 338 LEADERSHIP
IN A POST-SEPTEMBER 11 AMERICA 339 VROOM-JAGO LEADERSHIP MODEL 341
NATURE OF THE VROOM-YETTON-JAGO MODEL 341 OB IN THE REAL WORLD: THE
ROLES OF LEADERS IN SELF-MANAGED TEAMS 344 APPLICATION OF THE NEW MODEL
345 VALIDITY OF THE VROOM-JAGO MODEL 345 INTERNATIONAL RESEARCH 345
LIMITATIONS OF THE MODEL 347 ATTRIBUTION THEORY OF LEADERSHIP 347
LEADERSS ATTRIBUTIONS 347 LEADER'S PERCEPTION OF RESPONSIBILITY 348 A
TTRIBUTIONAL LEADERSHIP MODEL 348 LEADER BEHAVIOR: CAUSE OR EFFECT? 349
CHARISMATIC LEADERSHIP 349 DEFINING CHARISMATIC LEADERSHIP 350 CONGER'S
MODEL 350 WHAT CONSTITUTES CHARISMATIC LEADERSHIP BEHAVIOR? 350 TWO
TYPES OF CHARISMATIC LEADERS 351 OB IN THE REAL WORLD: ETHICAL
LEADERSHIP IN DIFFICULT TIMES 352 TRANSACTIONAL AND TRANSFORMATIONAL
LEADERSHIP 353 TRANSACTIONAL LEADERSHIP 353 TRANSFORMATIONAL LEADERSHIP
354 OB IN THE REAL WORLD: A LEADER WHO STANDS UP AND STANDS OUT 355 OB
IN THE REAL WORLD: LEVEL 5 LEADERSHIP 356 SUBSTITUTES FOR LEADERSHIP 357
OB IN THE REAL WORLD: SEARCHING FOR THE MAGICAL LEADERSHIP FORMULA 359
SUMMARY OF KEY POINTS 359 DISCUSSION AND REVIEW QUESTIONS 360 TAKING IT
TO THE NET: LEADERS NEED GUIDANCE TOO! 361 CASE FOR ANALYSIS: INTEL
PREPARES ITS TOP LEADERS 361 EXPERIENTIAL EXERCISE: VROOM-JAGO
LEADERSHIP STYLE ANALYSIS 362 CONTENTS XVII PART FOUR THE STRUCTURE AND
DESIGN OF ORGANIZATIONS 365 CHAPTER 14 ORGANIZATION STRUCTURE 392
CHAPTER 13 WORK DESIGN 366 DESIGNING JOBS TO ALLOW WORK/FAMILY BALANCE
367 DESIGNING JOBS TO ENHANCE QUALITY OF WORK LIFE 368 WORK/FAMILY
BALANCE AND JOB DESIGN 369 OB IN THE REAL WORLD: JOB SHARING AT XEROX:
HOW TWO EMPLOYEES MADE IT HAPPEN 370 THE IMPORTANT CONCEPTS OF JOB
DESIGN 371 JOB PERFORMANCE OUTCOMES 371 OBJECTIVE OUTCOMES 371 PERSONAL
BEHAVIOR OUTCOMES 372 INTRINSIC AND EXTRINSIC OUTCOMES 3 72 JOB
SATISFACTION OUTCOMES 3 72 DESCRIBING JOBS THROUGH JOB ANALYSIS 373 JOB
CONTENT 373 JOB REQUIREMENTS 373 JOB CONTEXT 374 JOB ANALYSIS IN
DIFFERENT SETTINGS 3 74 OB IN THE REAL WORLD: SIX SIGMA: CURE-ALL OR
DESTROYER OF INNOVATION? 375 JOB DESIGNS: THE RESULTS OF JOB ANALYSIS
376 RANGE AND DEPTH 3 76 JOB RELATIONSHIPS 377 THE WAY PEOPLE PERCEIVE
THEIR JOBS 378 PERCEIVED JOB CONTENT 378 JOB CHARACTERISTICS 379
INDIVIDUAL DIFFERENCES 379 SOCIAL SETTING DIFFERENCES 380 DESIGNING JOB
RANGE: JOB ROTATION AND JOB ENLARGEMENT 380 JOB ROTATION 380 JOB
ENLARGEMENT 381 DESIGNING JOB DEPTH: JOB ENRICHMENT 381 OB IN THE REAL
WORLD: JOB REDESIGN THROUGH APPLICATIONS OF MODULAR TASKS 384 TEAMS AND
JOB DESIGN 385 TOTAL QUALITY MANAGEMENT AND JOB DESIGN 385 SUMMARY OF
KEY POINTS 387 DISCUSSION AND REVIEW QUESTIONS 387 TAKING IT TO THE NET:
SEARCH FOR A GOOD FIT? ONLINE JOB DESCRIPTIONS 388 CASE FOR ANALYSIS:
WORK REDESIGN IN AN INSURANCE COMPANY 389 EXPERIENTIAL EXERCISE:
PERSONAL PREFERENCES 390 ORGANIZATION STRUCTURE AND FIRM SURVIVAL 393
THE CONCEPT OF ORGANIZATION STRUCTURE 394 STRUCTURE AS AN INFLUENCE ON
BEHAVIOR 394 STRUCTURE AS RECURRING ACTIVITIES 395 DESIGNING AN
ORGANIZATION STRUCTURE 395 DIVISION OF LABOR 396 DEPARTMENTAL BASES 397
FUNCTIONAL DEPARTMENTALIZATION 397 GEOGRAPHIC DEPARTMENTALIZATION 399
PRODUCT DEPARTMENTALIZATION 399 CUSTOMER DEPARTMENTALIZATION 400
COMBINED BASES FOR DEPARTMENTALIZATION: THE MATRIX - ORGANIZATION 400
SPAN OF CONTROL 401 OB IN THE REAL WORLD: ROVER GROUP USES MATRIX
ORGANIZATION TO GREAT ADVANTAGE 402 REQUIRED CONTACT 402 DEGREE OF
SPECIALIZATION 402 OB IN THE REAL WORLD: THE EFFECTS OF DOWNSIZING ON
THE SPANS OF CONTROL OF MANAGERS 403 ABILITY TO COMMUNICATE 403
DELEGATION OF AUTHORITY 404 REASONS TO DECENTRALIZE AUTHORITY 404
REASONS TO CENTRALIZE AUTHORITY 405 DECISION GUIDELINES 405 MECHANISTIC
AND ORGANIC MODELS OF ORGANIZATION DESIGN 406 THE MECHANISTIC MODEL 406
THE ORGANIC MODEL 408 CONTINGENCY DESIGN THEORIES 410 TECHNOLOGY AND
ORGANIZATIONAL DESIGN 410 THE CLASSIC STUDY OF TECHNOLOGY AND
ORGANIZATIONAL DESIGN 411 UNDERSTANDING THE RELATIONSHIP BETWEEN
TECHNOLOGY AND STRUCTURE 412 ENVIRONMENT AND ORGANIZATIONAL DESIGN 412
THE CLASSIC STUDY OF THE RELATIONSHIP BETWEEN ENVIRONMENT AND
ORGANIZATIONAL DESIGN 412 ENVIRONMENTAL UNCERTAINTY AND ORGANIZATIONAL
DESIGN IN THE SERVICE SECTOR 414 UNDERSTANDING THE RELATIONSHIP BETWEEN
ENVIRONMENTAL UNCERTAINTY AND STRUCTURE 415 ENVIRONMENTAL UNCERTAINTY,
INFORMATION PROCESSING, ' AND ADAPTIVE DESIGN STRATEGIES 416
SOCIOTECHNICAL SYSTEMS THEORY 416 CREATING VIRTUAL ORGANIZATIONS 417
SUMMARY OF KEY POINTS 418 XVIII CONTENTS DISCUSSION AND REVIEW QUESTIONS
419 TAKING IT TO THE NET: VIRTUAL ORGANIZATIONAL DESIGN 420 CASE FOR
ANALYSIS: DEFINING THE ROLE OF A LIAISON OFFICER 420 EXPERIENTIAL
EXERCISE: IDENTIFYING AND CHANGING ORGANIZATION DESIGN 422 PART FIVE THE
PROCESSES OF ORGANIZATIONS 425 CHAPTER 15 MANAGING COMMUNICATION
PROCESSES 426 COMMUNICATING IN GLOBAL VIRTUAL TEAMS 427 THE IMPORTANCE
OF COMMUNICATION 428 OB IN THE REAL WORLD: COMMUNICATION CAN MAKE THE
DIFFERENCE 429 THE COMMUNICATION PROCESS 429 A CLASSIC MODEL 430 '
NONVERBAL MESSAGES 432 COMMUNICATING ACROSS CULTURES 432 WORDS 433 SPACE
433 TIME 433 OB IN THE REAL WORLD: TOYOTA IN FRANCE: CULTURE CLASH? 434
BEHAVIOR 434 COMMUNICATING WITHIN ORGANIZATIONS 435 DIRECTIONS OF
COMMUNICATION 435 COMMUNICATION AND TECHNOLOGY 436 THE GRAPEVINE: AN
INFORMAL COMMUNICATION CHANNEL 439 INTERPERSONAL COMMUNICATION 441
INTERPERSONAL STYLES 441 INTERPERSONAL STRATEGIES 442 MANAGERIAL STYLES
442 BARRIERS TO EFFECTIVE COMMUNICATION 443 BARRIERS CREATED BY THE
SENDER 444 BARRIERS CREATED BY THE RECEIVER 446 BARRIERS CREATED BY THE
SENDER AND/OR RECEIVER 446 OB IN THE REAL WORLD: INTRANETS IMPROVE
INTERNAL COMMUNICATION 448 IMPROVING COMMUNICATION IN AN ORGANIZATION
449 FOLLOWING UP 449 REGULATING INFORMATION FLOW 449 UTILIZING FEEDBACK
450 EMPATHY 450 REPETITION 450 ENCOURAGING MUTUAL TRUST 450 EFFECTIVE
TIMING 451 SIMPLIFYING LANGUAGE 451 EFFECTIVE LISTENING 451 SUMMARY OF
KEY POINTS 452 DISCUSSION AND REVIEW QUESTIONS 453 TAKING IT TO THE NET:
NETIQUETTE: EFFECTIVELY COMMUNICATING WITH E-MAIL 453 CASE FOR ANALYSIS:
LEIGH RANDELL 454 EXPERIENTIAL EXERCISE: PERCEPTUAL DIFFERENCES 455
CHAPTER 16 DECISION MAKING 457 DECISION MAKING: ARE YOU AS GOOD AS YOU
THINK YOU ARE? 458 TYPES OF DECISIONS 458 OB IN THE REAL WORLD: FALLING
IN LOVE WITH TECHNOLOGY 460 THE DECISION-MAKING PROCESS 461 ESTABLISHING
SPECIFIC GOALS AND OBJECTIVES AND MEASURING RESULTS 462 IDENTIFYING
PROBLEMS 462 DEVELOPING ALTERNATIVES 463 EVALUATING ALTERNATIVES 463
CHOOSING AN ALTERNATIVE 464- , ' IMPLEMENTING THE DECISION 464 CONTROL
AND EVALUATION 464 OB IN THE REAL WORLD: DO GOOD COMPANIES MAKE POOR
DECISIONS? 465 BEHAVIORAL INFLUENCES ON INDIVIDUAL DECISION MAKING 466
ETHICAL DECISION MAKING 466 VALUES 468 PERSONALITY 468 * , PROPENSITY
FOR RISK 469 POTENTIAL FOR DISSONANCE 470 ESCALATION OF COMMITMENT 471
GROUP DECISION MAKING 471 OB IN THE REAL WORLD: HENRY FORD ESTABLISHED
FORDLANDIA ("FORD LAND") IN THE AMAZON! 472 INDIVIDUAL VERSUS GROUP
DECISION MAKING 473 TECHNIQUES FOR STIMULATING CREATIVITY IN GROUP
DECISION MAKING 474 SUMMARY OF KEY POINTS 476 DISCUSSION AND REVIEW
QUESTIONS 476 TAKING IT TO THE NET: CAN BETTER DECISION MAKING BE
TAUGHT? 477 CONTENTS XIX CASE FOR ANALYSIS: BREAKING THE RULES 477
EXPERIENTIAL EXERCISE: LOST ON THE MOON: A GROUP DECISION EXERCISE 478
CHAPTER 17 MANAGING ORGANIZATIONAL CHANGE AND LEARNING 480 MANAGING
CHANGE IS A PROACTIVE BEHAVIOR 481 LEARNING PRINCIPLES AND CHANGE 482
CHANGE AGENTS 483 EXTERNAL CHANGE AGENTS 483 INTERNAL CHANGE AGENTS 484
EXTERNAL-INTERNAL CHANGE AGENTS 484 RESISTANCE TO CHANGE 484 WHY PEOPLE
RESIST CHANGE 485 OB IN THE REAL WORLD: SOME ACTIONS TO REDUCE
RESISTANCE TO CHANGE 486 REDUCING RESISTANCE TO CHANGE 487 A MODEL FOR
MANAGING ORGANIZATIONAL CHANGE 487 FORCES FOR CHANGE 488 ENVIRONMENTAL.
FORCES 488 INTERNAL FORCES 489 DIAGNOSIS OF A PROBLEM 489 ALTERNATIVE
INTERVENTIONS 490 DEPTH AND APPROACH OF INTENDED CHANGE 490 IDENTIFYING
ALTERNATIVE CHANGE TECHNIQUES 492 STRUCTURAL CHANGE 492 BEHAVIORAL
CHANGE 493 TECHNOLOGICAL CHANGE 495 APPRECIATIVE INQUIRY 496 OB IN THE
REAL WORLD: TECHNOLOGY CHANGE CREATES ETHICAL ISSUES FOR MANAGERS 497 OB
IN THE REAL WORLD: SNAPSHOTS OF AI USE AND CLAIMS 499 TRENDS IN
ORGANIZATIONAL CHANGE 499 RECOGNIZING LIMITING CONDITIONS 501 OVERCOMING
LIMITING CONDITIONS 502 LEADERSHIP CLIMATE 502 FORMAL ORGANIZATION 502
ORGANIZATIONAL CULTURE 503 RESISTANCE TO CHANGE 503 IMPLEMENTING AND
EVALUATING THE CHANGE 503 THE ETHICAL ISSUES OF ORGANIZATIONAL CHANGE
504 SOME GUIDELINES FOR MANAGING CHANGE 505 THE LEARNING ORGANIZATION
505 LEARNING CAPABILITIES AND LEADERSHIP 506 LEARNING 507 SUMMARY OF KEY
POINTS 508 DISCUSSION AND REVIEW QUESTIONS 509 TAKING IT TO THE NET:
MONITORING DRAMATIC CHANGES 509 CASE FOR ANALYSIS: BAYER'S MAJOR CHANGES
IN ONE PLANT 509 EXPERIENTIAL EXERCISE: ALTERNATIVE WAYS TO INITIATE
CHANGE 511 APPENDIX A PROCEDURES AND TECHNIQUES FOR STUDYING
ORGANIZATIONS: BEHAVIOR, STRUCTURE, PROCESSES 513 SOURCES OF KNOWLEDGE
ABOUT ORGANIZATIONS 513 HISTORY 513 EXPERIENCE 515 SCIENCE 515
BEHAVIORAL SCIENCES RESEARCH AND METHODS 515 RESEARCH 515 THE SCIENTIFIC
APPROACH 516 METHODS OF INQUIRY 516 RESEARCH DESIGNS 520 ONE-SHOT DESIGN
520 ONE-GROUP PRETEST-POSTTEST DESIGN 521 STATIC-GROUP COMPARISON DESIGN
522 PRETEST-POSTTEST CONTROL GROUP DESIGN 522 POSTTEST-ONLY CONTROL
GROUP DESIGN 523 SOLOMON FOUR-GROUP DESIGN 523 OBSERVATION AND
MEASUREMENT 523 OBSERVATION 523 INTERVIEWS 524 QUESTIONNAIRES 524
NONREACTIVE MEASURES 524 QUALITATIVE RESEARCH 524 GLOSSARY 526 ENDNOTES
535 NAME INDEX 579 COMPANY INDEX 589 SUBJECT INDEX 591 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| building | Verbundindex |
| bvnumber | BV023292375 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7 |
| callnumber-search | HD58.7 |
| callnumber-sort | HD 258.7 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 340 |
| ctrlnum | (OCoLC)183611152 (DE-599)BVBBV023292375 |
| dewey-full | 658.4 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 |
| dewey-search | 658.4 |
| dewey-sort | 3658.4 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 13. ed., internat. ed. |
| format | Book |
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| genre | 1\p (DE-588)4153616-2 Fallsammlung gnd-content |
| genre_facet | Fallsammlung |
| id | DE-604.BV023292375 |
| illustrated | Not Illustrated |
| index_date | 2024-07-02T20:43:37Z |
| indexdate | 2024-07-09T21:15:07Z |
| institution | BVB |
| isbn | 9780073381305 0073381306 9780071263528 |
| language | English |
| lccn | 2007050423 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016476968 |
| oclc_num | 183611152 |
| open_access_boolean | |
| owner | DE-703 DE-11 |
| owner_facet | DE-703 DE-11 |
| physical | XIX, 604 S. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | McGraw-Hill |
| record_format | marc |
| series2 | McGraw-Hill international edition |
| spelling | Organizations behavior, structure, processes James L. Gibson ... [et al.] 13. ed., internat. ed. Boston [u.a.] McGraw-Hill 2009 XIX, 604 S. txt rdacontent n rdamedia nc rdacarrier McGraw-Hill international edition Includes index. Erscheint: Februar 2009 Führung Organization Organizational behavior Leadership Organizational effectiveness Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Organisationsstruktur (DE-588)4115464-2 gnd rswk-swf Organisationslehre (DE-588)4172759-9 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf 1\p (DE-588)4153616-2 Fallsammlung gnd-content Unternehmen (DE-588)4061963-1 s Organisation (DE-588)4043774-7 s DE-604 Organisationslehre (DE-588)4172759-9 s 2\p DE-604 Organisationstheorie (DE-588)4121434-1 s 3\p DE-604 Organisationspsychologie (DE-588)4043786-3 s 4\p DE-604 Organisationsverhalten (DE-588)4285859-8 s 5\p DE-604 Organisationsstruktur (DE-588)4115464-2 s 6\p DE-604 Gibson, James L. Sonstige oth http://www.loc.gov/catdir/enhancements/fy0810/2007050423-b.html Contributor biographical information http://www.loc.gov/catdir/enhancements/fy0810/2007050423-d.html Publisher description http://www.loc.gov/catdir/enhancements/fy0810/2007050423-t.html Table of contents only GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016476968&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 6\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Organizations behavior, structure, processes Führung Organization Organizational behavior Leadership Organizational effectiveness Unternehmen (DE-588)4061963-1 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationstheorie (DE-588)4121434-1 gnd Organisation (DE-588)4043774-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd Organisationslehre (DE-588)4172759-9 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4285859-8 (DE-588)4121434-1 (DE-588)4043774-7 (DE-588)4115464-2 (DE-588)4172759-9 (DE-588)4043786-3 (DE-588)4153616-2 |
| title | Organizations behavior, structure, processes |
| title_auth | Organizations behavior, structure, processes |
| title_exact_search | Organizations behavior, structure, processes |
| title_exact_search_txtP | Organizations behavior, structure, processes |
| title_full | Organizations behavior, structure, processes James L. Gibson ... [et al.] |
| title_fullStr | Organizations behavior, structure, processes James L. Gibson ... [et al.] |
| title_full_unstemmed | Organizations behavior, structure, processes James L. Gibson ... [et al.] |
| title_short | Organizations |
| title_sort | organizations behavior structure processes |
| title_sub | behavior, structure, processes |
| topic | Führung Organization Organizational behavior Leadership Organizational effectiveness Unternehmen (DE-588)4061963-1 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationstheorie (DE-588)4121434-1 gnd Organisation (DE-588)4043774-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd Organisationslehre (DE-588)4172759-9 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| topic_facet | Führung Organization Organizational behavior Leadership Organizational effectiveness Unternehmen Organisationsverhalten Organisationstheorie Organisation Organisationsstruktur Organisationslehre Organisationspsychologie Fallsammlung |
| url | http://www.loc.gov/catdir/enhancements/fy0810/2007050423-b.html http://www.loc.gov/catdir/enhancements/fy0810/2007050423-d.html http://www.loc.gov/catdir/enhancements/fy0810/2007050423-t.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016476968&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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