Organizational behavior today:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Pearson, Prentice Hall
2008
|
| Schriftenreihe: | Pearson education international
|
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 311 S. Ill., graph. Darst. |
| ISBN: | 9780135022573 9780131858114 0131858114 0135022576 |
Internformat
MARC
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| 020 | |a 9780135022573 |9 978-0-13-502257-3 | ||
| 020 | |a 9780131858114 |9 978-0-13-185811-4 | ||
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| 245 | 1 | 0 | |a Organizational behavior today |c Leigh L . Thompson |
| 264 | 1 | |a Upper Saddle River, NJ |b Pearson, Prentice Hall |c 2008 | |
| 300 | |a XVIII, 311 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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Datensatz im Suchindex
| _version_ | 1804142690334408704 |
|---|---|
| adam_text | Contents
Preface xv
Chapter 1 The Person and the Organization 1
Organizational Life 2
Defining Organizational Behavior 4
Content Areas of OB 4
Level of Analysis 4
Guiding Principles of OB 6
Skills 6
Technical Skills 7
Decision-Making and Judgment Skills 8
Interpersonal Skills 8
Ethical and Moral Skills 8
Self-Knowledge Skills 9
Key Tensions and Challenges for People in Organizations 9
Self versus Organizational Interest 9
Task versus People Focus 9
Work versus Family 10
Exploration versus Exploitation 11
Promotion versus Prevention 11
Depth of Knowledge versus Breadth of Knowledge 11
Postscript 12
Building a Body of OB Science 12
Methods of OB 12
Learning 16
You Are a Work in Progress 16
Engage in Double-Loop versus Single-Loop Learning 17
Bridge the Knowing-Doing Gap 17
Conclusion 18
Chapter 2 Understanding People and Their Behavior 21
What Makes People Tick? 22
Behavior Is a Function of Personality and the Situation 22
Intelligence 22
G-Factor Intelligence 23
Multiple Intelligences 23
Emotional Intelligence 23
Skill Areas of Emotional Intelligence 24
Emotions 26
Measuring EQ 26
Research Support for EQ 27
Skills for Building EQ 27
v
vi CONTENTS
Temperament and the Big Five 29
Motivation 30
Intrinsic versus Extrinsic Motivation 30
Maslow s Hierarchy of Needs 30
Expectancy Theory 32
Goal Setting 32
Motivations Vis-a-vis Others 33
Self-Efficacy 33
Organizational Culture 34
Organizational Norms 35
Psychological Contracts 35
Biases in Understanding Others 36
Fundamental Attribution Error 36
Consistency Bias: Halos and Forked Tails 37
Primacy and Recency Bias 37
Bandwagon Bias 37
Roadblocks to Understanding Ourselves 38
Unrealistic Optimism 38
Self-Serving Bias/Egocentrism 38
Omniscience 38
Omnipotence 38
The Powerful Process of Adaptation 38
Conclusion 38
Chapter 3 Ethics and Values 41
Ethics and OB 42
Moments of Truth 42
Can Ethics Be Taught? 44
Ethics and Levels of Analysis 44
Unethical Behavior as Incremental Descents into Wrongdoing 46
Cognitive Mechanisms 46
Social-Situational Mechanisms 48
Ethical Breaches 49
Prescriptive Ethical Models 49
Mason, Mason, and Culnan s Six Questions 49
Badaracco s Four Enduring Questions 50
Anand, Ashforth, and Joshi s Method for Dealing with Rationalization
and Socialization of Unethical Behavior 51
Ethical Rules of Thumb 52
Front-PageTest 52
Role Modeling 52
Third-Party Advice 52
Policies 52
Accountability 53
Conflicts of Interest 53
Conclusion 53
Chapter 4 Communication 55
Basic Communication Model 56
Sender 56
Receiver 57
CONTENTS Vli
Message or Information 57
Communication Medium 58
Noise 58
Encoding and Decoding 58
Context 58
Social-Constructionist Communication Model 58
Social Meanings Model 59
Collaborative Model 59
Grice s Communication Maxims 59
Whorfian Hypothesis 59
Communication Model and Levels of Analysis 59
Individual Communication: Challenges and Competencies 60
GPA Theory: Goals-Plans-Action Theory 60
Developing Communication Skills 60
Interpersonal Communication: Challenges and Competencies 61
Message Tuning 61
Message Distortion 62
Biased Interpretation 62
Curse of Knowledge 62
Illusion of Transparency 62
Proximity Effect 63
Indirect versus Direct Communication 63
Group and Team Communication: Challenges and Competencies 64
Uneven Communication Problem 64
Contagion 64
Minimizing Communication Errors in Groups 65
Communication and Attention 66
Nonverbal Communication 66
Types of Cues 66
Lying and Deception 67
Accuracy in Detecting Deception 67
Nonverbal Leakage 68
Detecting Deception and the Written Word 68
Deception and Information Technology 69
The Organizationally Competent Communicator: Taking Yourself
to the Next Level 69
Overt Practice 69
Mental Practice 69
Direct Instruction and Coaching 69
Modeling 69
Role-Playing 69
Storytelling and Narrative 70
Questioning 70
Process Consultation and Active Inquiry 70
Conclusion 71
Chapter 5 Power and Influence in Organizations 75
Power and Influence 76
Power and Politics in Organizations 77
Playing Organizational Politics 77
Power as an Individual Difference 79
Power and Perception 80
viii CONTENTS
Sources of Power 80
Power Motivation 81
pPower versus sPower 82
Benevolent and Malevolent Power 83
Crimes of Obedience 83
Influence Strategies 85
Weapons of Influence 85
Impression Management 87
Why Do People Conform? 87
Informational Influence 87
Social Influence 87
When Do People Conform? 88
Group Size 88
Group Unanimity 88
Group Commitment 88
Conclusion 88
Chapter 6 Relationships and Social Networks 91
Fundamental Building Blocks of Dyadic Relationships 92
Interdependence Theory 92
Social Exchange Theory 93
Communal versus Exchange Relationships 95
Social Identity and Organizational Identity 96
Two Types of Ties: People and Group 96
Improving Relationships 96
Developing Relationships 96
Friendship and Work 97
Choices in Relationships: Voice, Loyalty, Neglect, and Exit 97
Types of Trust 99
Deterrence-Based Trust 99
Knowledge-Based Trust 100
Identification-Based Trust 100
Building Trust: Instrumental and Emotional Mechanisms 100
Recovering from Breaches of Trust 101
Networks 101
Social Capital versus Human Capital 102
Measuring Social Capital 102
Types of Networks 104
Evidence for the Value of Social Capital 105
Knowledge of Your Own Network 105
Ethics of Social Capital 105
Conclusion 106
Chapter 7 Decision Making 109
Decision Making: Levels of Analysis 110
Intrapersonal Decisions 111
Interpersonal Decisions 111
Group Decisions 114
Organizational-Level Decisions 115
Domains of Decisions 117
Riskless Choice: Decision Making under Certainty 117
Decision Making under Uncertainty 118
CONTENTS IX
Risky Choice: Decision Making under Risk 118
Prospect Theory 120
Descriptive, Normative, and Prescriptive Models 121
Normative Models 121
Descriptive Models 122
Faulty Perceptions about Ourselves 123
Faulty Perceptions about Other People 124
Flawed Decision Making 126
Postscript on Human Bias 127
Prescriptive Models 127
Conclusion 129
Chapter 8 Conflict Management and Negotiation 131
Managerial Grid 132
Types of Conflict 133
Task Conflict 134
Process Conflict 135
Relationship Conflict 135
Conflict and Productivity 135
Resolving Conflict 135
Negotiation: A Mixed-Motive Enterprise 137
Balancing Mixed Motives 138
Negotiation Styles 138
Opportunistic Negotiation 138
Creating Value: Integrative Negotiation 139
Separate Positions from Interests 139
Prioritize and Weight the Issues 140
Unbundle the Issues 141
Ask for the Right Information 141
Create a Superset of Issues 142
Propose Value-Added Trade-Offs 142
Make Multiple Offers of Equivalent Value Simultaneously 143
Propose Contingency Contracts 144
Make Postsettlement Settlements 145
Claiming Value: Distributive Negotiation 146
Know Your BATNA and Develop Your Reservation Price 146
Research the Other Party s BATNA and Assess Their Reservation Price 147
Anchoring 147
Summary 147
Improving Your Negotiation Skills 149
Take Every Opportunity to Negotiate 149
Seek Feedback on Your Negotiation Skills 149
Use Worksheets 149
Plan Your Approach 149
Offer to Be a Negotiation Coach 149
Don t Brag or Boast 149
Third-Party Intervention 149
Ranges of Third-Party Roles 149
Effective Third-Party Intervention 150
Challenges Facing Third Parties 150
Conclusion 151
X CONTENTS
Chapter 9 Leading and Managing Teams 153
Types of Teams in Organizations 155
Manager-Led Teams 155
Self-Managing Teams 156
Self-Directing (or Self-Designing) Teams 156
Self-Governing Teams 156
Types of Teamwork 156
Tactical Teams 156
Problem-Solving Teams 158
Creative Teams 163
Paulus Three New Rules 166
Team Boundaries 167
Team Socialization and Norms Process 167
Team Boundaries 168
Integrated Model of Successful
Teamwork 169
Conclusion 171
Chapter 10 Leadership 175
Leadership in Organizations 176
Leadership versus Management 176
Highly Effective Leaders 178
Systems View of Leadership 180
Toxic Leaders 180
Can Leadership Be Taught? 181
Leadership and Nature: Trait Theory 182
Leadership and Trait Intelligence 182
Leadership and Temperament 182
Birth Order and Leadership 182
Male and Female Differences and Leadership 183
Postscript on Trait Theories of Leadership 184
Behavioral Theories of Leadership 184
Lewin, Lippit, and White s (1939) Studies of Reactions
to Group Leadership Styles 184
People versus Task (Managerial Grid) 184
Leadership Styles and EQ Skills 186
Transactional versus Transformational Leadership 188
Servant Leadership 188
Situational Theories of Leadership: How the Situation
Shapes the Leader 189
How the Environment Shapes Leaders 189
Contingency Theories of Leadership 189
Situational Leadership® 189
Path-Goal Theory of Leadership 190
Normative Decision Model 191
Fiedler s Contingency Theory of Leadership Effectiveness 193
LMX Theory 194
Expectations of Leaders 194
Does Leadership Matter? 196
Conclusion 196
CONTENTS XI
Chapter 11 Organizational Change 199
Individual Change 200
Interpersonal Change 200
Communicator Characteristics 201
The Communication 202
The Situation 202
The Target 203
Elaboration Likelihood Model 204
Group Change 204
Organizational Development 204
Organizational Life Cycle 205
Type of Change 205
Greiner s Five Phases of Growth 206
Theories of Change 208
Lewin s Unfreezing-Change-Refreezing Model 208
Sociotechnical Systems Theory 208
Total Quality Management 209
Reengineering 209
Restructuring 209
Prescriptive Models of Change 210
Kotter s Eight Steps 210
Rao s PRESS Model 212
Garvin and Roberto s Change Through Persuasion 214
Beer and Nohria: Theory E versus Theory O Change 215
Conclusion 216
Chapter 12 Fairness and Justice 219
Distributive and Procedural Justice 220
Distributive Justice 220
Equity Theory 224
Measuring Equity 225
Reactions to Inequity 225
Procedural Justice: The Science of How People
Enact Justice 226
Voice 226
Thibaut and Walker s Model of Procedural Justice 227
Group Value Model 227
Retributive Justice 229
Evaluating Organizational Employees 229
Social Comparisons 229
Justice Systems 230
Consistency 231
Simplicity 231
Effectiveness 231
Justifiability 231
Consensus 231
Generalizability 231
Satisfaction 231
Conclusion 231
Xii CONTENTS
Chapter 13 Diversity and Culture 235
Diversity Defined 236
Individual, Relational, and Collective Selves 237
Optimal Distinctiveness Theory 238
The Business Case for Organizational Diversity 238
Individual Level 239
Interpersonal Level 239
Teams and Groups 239
Organizational Level 239
Barriers to Diversity 240
Stereotyping 240
Homogeneity Bias 241
In-Group Bias 241
Privilege Systems 243
Creating and Sustaining Diversity 243
Affirmative Action 243
Valuing Diversity 244
Managing Diversity 244
Educate Members on the Reasons Underlying the Plan 245
Gender Diversity 245
Gender Pay Gap: The Evidence 245
Glass Ceiling: The Evidence 246
Double Standards: The Evidence 246
Cultural Diversity 247
Stereotypes versus Prototypes 247
Culture as an Iceberg 247
Cultural Values 247
Models of Social Relationships 249
Predictors of Success in lntercultural Interactions 249
Options for Change 250
Conclusion 251
Chapter 14 The Virtual Workplace 255
Place-Time Model of Social Interaction 256
Same-Time, Same-Place Communication 256
Same-Time, Different-Place Communication 257
Different-Time, Same-Place Communication 259
Different-Time, Different-Place Communication 259
Psychological Distancing Model: Media Richness 260
Electronic Brainstorming 261
Virtual Teams 262
Information Technology and Its Effects on Social and Organizational
Behavior 263
Disadvantages 263
Advantages 264
Going the Distance: Making the Best of Virtual Teams 266
Structured Solutions 266
Process Solutions 268
Conclusion 268
CONTENTS xiii
Chapter 15 Life, Learning, and Personal Development 271
Life Maxims versus Practical Advice 272
Critical Choice Points 272
100-Day Plan? What Are You Going to Do? 272
Transition Acceleration and the Breakeven Point 273
The Self-Sustaining Person 274
The Corporate Athlete 274
Mental Exercise 277
Psychological Flow 277
Happiness Is a Skill 278
Inspiration 283
Threat and Hardship: The Ultimate Test 284
Forgiveness 284
Executive Coaching 284
Management Education Choices 286
Conclusion 288
Glossary 291
Photo Credits 300
Name/Author Index 301
Subject Index 305
|
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| spelling | Thompson, Leigh L. 1960- Verfasser (DE-588)136269435 aut Organizational behavior today Leigh L . Thompson Upper Saddle River, NJ Pearson, Prentice Hall 2008 XVIII, 311 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Pearson education international HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020124512&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Thompson, Leigh L. 1960- Organizational behavior today |
| title | Organizational behavior today |
| title_auth | Organizational behavior today |
| title_exact_search | Organizational behavior today |
| title_full | Organizational behavior today Leigh L . Thompson |
| title_fullStr | Organizational behavior today Leigh L . Thompson |
| title_full_unstemmed | Organizational behavior today Leigh L . Thompson |
| title_short | Organizational behavior today |
| title_sort | organizational behavior today |
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