Understanding and managing organizational behavior:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston ; Munich [u.a.]
Pearson Prentice Hall
2012
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| Edition: | 6. ed., internat. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | 670 S. Ill. |
| ISBN: | 0273753797 9780273753797 |
Staff View
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Record in the Search Index
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| adam_text | Titel: Understanding and managing organizational behavior
Autor: George, Jennifer M
Jahr: 2012
Contents
Preface 21
Chapter 1 Introduction to Organizational Behavior 28
Opening Case
Ursula Burns Succeeds Anne Mulcahy as CEO of Xerox 29
Overview 30
What Is Organizational Behavior? 31
The Nature of Organizational Behavior 31
Levels of OB 32
OB and Management 34
Managerial Functions 35
¦ OB TODAY: How Joe Coulombe Used OB to Make Trader Joe s
a Success Story 37
Managerial Roles 38
Managerial Skills 38
Challenges for OB 39
Challenge 1: The Changing Social and Cultural Environment 40
Developing Organizational Ethics and Well-Being 40
¦ ETHICS IN ACTION: How Unethical Behavior Shut Down a Meat-packing
Plant 42
Dealing with a Diverse Workforce 43
Challenge 2: The Evolving Global Environment 45
Understanding Global Differences 45
¦ GLOBAL VIEW: IKEA s Worldwide Approach to OB 46
Global Learning 47
Global Crisis Management 48
Challenge 3: Advancing Information Technology 49
IT and Organizational Effectiveness 50
IT, Creativity, and Organizational Learning 50
Challenge 4: Shifting Work and Employment Relationships 51
¦ YOU RE THE MANAGEMENT EXPERT: Moving to Self-Managed Teams 52
SUMMARY 53
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 54
CLOSING CASE:
How Jeff Bezos Manages at Amazon.com 57
Appendix: A Short History of OB 58
F. W. Taylor and Scientific Management 58
The Work of Mary Parker Follett 59
The Hawthorne Studies and Human Relations 59
Theory X and Theory Y 60
Theory X 60
Theory Y 60
PARTI INDIVIDUALS IN ORGANIZATIONS 62
Chapter 2 Individual Differences: Personality and Ability 62
Opening Case
Nooyi s Determination 63
Overview 64
The Nature of Personality 64
Determinants of Personality: Nature and Nurture 65
Personality and the Situation 65
¦ FOCUS ON DIVERSITY: Liane Pelletier Transforms Alaska Communications 67
Personality: A Determinant of the Nature of Organizations 68
The Big Five Model of Personality 68
Extraversion 69
Neuroticism 70
Agreeableness 71
Conscientiousness 71
Openness to Experience 71
¦ GLOBAL VIEW: Fujio Mitarai Cuts Costs, Develops New Products, and Protects
the Environment at Canon 73
¦ YOU RE THE MANAGEMENT EXPERT: Understanding a New Employee 74
Conclusions 75
Other Organizationally Relevant Personality Traits 75
Locus of Control 75
Self-Monitoring 75
Self-Esteem 76
Type A and Type B Personalities 77
Needs for Achievement, Affiliation, and Power 78
How Personality Is Measured 79
The Nature of Ability 79
Cognitive Ability 79
Physical Ability 80
Where Do Abilities Come from and How Are They Measured? 81
Emotional Intelligence: A Different Kind of Ability 82
The Management of Ability in Organizations 83
Selection 84
Placement 84
Training 84
SUMMARY 85
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 86
CLOSING CASE:
Mark Wilson Creates a Different Kind of Telemarketer 89
Chapter 3 Values, Attitudes, and Moods and Emotions 90
Opening Case
Satisfied, Committed, and Happy Employees at Nugget Markets 91
Overview 92
Values, Attitudes, and Moods and Emotions 92
The Nature of Values 93
¦ ETHICS IN ACTION: Gentle Giant Moving Company Values Honesty 96
The Nature of Work Attitudes 97
The Nature of Moods and Emotions 97
Relationships Between Values, Attitudes, and Moods and Emotions 100
Job Satisfaction 101
¦ OB TODAY: Job Satisfaction Declines in the United States 102
Determinants of Job Satisfaction 102
Theories of Job Satisfaction 105
The Facet Model of Job Satisfaction 106
Herzberg s Motivator-Hygiene Theory of Job Satisfaction 107
The Discrepancy Model of Job Satisfaction 108
The Steady-State Theory of Job Satisfaction 109
Measuring Job Satisfaction 109
Potential Consequences of Job Satisfaction 109
Does Job Satisfaction Affect Job Performance? 109
Absenteeism 111
Turnover 111
Organizational Citizenship Behavior 113
Employee Well-Being 113
Organizational Commitment 114
Determinants of Affective Commitment 114
¦ YOU RE THE MANAGEMENT EXPERT: Increasing Affective Commitment 114
Potential Consequences of Affective Commitment 115
SUMMARY 115
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 116
CLOSING CASE:
Paetec s Values Lead to a Satisfied and Committed Workforce 119
Chapter 4 Perception, Attribution, and the Management of Diversity 120
Opening Case
Effectively Managing Diversity is an Ongoing Journey 121
Overview 122
The Nature of Perception 123
Motivation and Performance 124
Fairness and Equity 124
Ethical Action 125
Characteristics of the Perceiver 125
Schemas: The Perceiver s Knowledge Base 126
¦ FOCUS ON DIVERSITY: Discrimination in Layoff Decisions 127
The Perceiver s Motivational State 128
The Perceiver s Mood 129
Characteristics of the Target and Situation 129
Ambiguity of the Target 130
Social Status of the Target 130
Impression Management by the Target 131
Information Provided by the Situation 132
Standing Out in the Crowd: The Effects of Salience in a Situation 133
¦ ETHICS IN ACTION: Disabled Employees Key to Success at Habitat
International 135
Biases and Problems in Person Perception 136
Primacy Effects 137
Contrast Effects 137
Halo Effects 137
Similar-to-Me Effects 138
Harshness, Leniency, and Average Tendency Biases 138
Knowledge-of-Predictor Bias 138
Attribution Theory 139
Internal and External Attributions 140
Attributional Biases 141
¦ YOU RE THE MANAGEMENT EXPERT: Helping a Coworker 142
Effectively Managing a Diverse Workforce 142
Securing Top-Management Commitment to Diversity 143
Diversity Training 143
Education 143
Mentoring Programs 144
Sexual Harassment 145
SUMMARY 146
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 147
CLOSING CASE:
Sodexo and Principle Financial Group Recognized for the Effective
Management of Diversity 151
Chapter 5 Learning and Creativity 152
Opening Case
UPS Is Very Serious About Learning 153
Overview 154
The Nature of Learning 155
Learning through Consequences 155
Encouraging Desired Behaviors through Positive and Negative Reinforcement 156
Shaping 159
Discouraging Undesired Behaviors through Extinction and Punishment 159
Organizational Behavior Modification 161
Ethical Issues in OB MOD 162
Learning from Others 162
¦ GLOBAL VIEW: Vicarious Learning at the Ritz-Carlton 164
Learning on Your Own 166
Beliefs about One s Ability to Learn: The Role of Self-Efficacy 167
Sources of Self-Efficacy 168
Learning by Doing 169
Continuous Learning through Creativity 169
The Creative Process 169
Characteristics of Employees That Contribute to Creativity 171
¦ OB TODAY: Jim Newton s Openness to Experience Helps Others Be Creative 171
Characteristics of the Organizational Situation That Contribute to Creativity 172
The Interaction of Personality and Situational Factors 173
¦ YOU RE THE MANAGEMENT EXPERT: Encouraging Independent Thinking 174
The Learning Organization 174
SUMMARY 175
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 176
CLOSING CASE:
Continuous Learning and Innovation 179
Chapter 6 The Nature of Work Motivation 180
Opening Case
High Motivation at Enterprise Rent-A-Car 181
Overview 182
What is Work Motivation? 183
Direction of Behavior 183
Level of Effort 184
Level of Persistence 184
The Distinction Between Motivation and Performance 184
Intrinsic and Extrinsic Motivation 185
Theories of Work Motivation 186
Need Theory 186
Maslow s Hierarchy of Needs 187
Alderfer s ERG Theory 188
The Research Evidence 189
Expectancy Theory 189
Valence: How Desirable Is an Outcome? 190
¦ OB TODAY: Motivating Loyal Employees at the Container Store 190
Instrumentality: What Is the Connection Between Job Performance and Outcomes? 191
Expectancy: What Is the Connection Between Effort and Job Performance? 192
The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation 193
Equity Theory 194
Equity 194
Inequity 195
Ways to Restore Equity 195
The Effects of Inequity and the Research Evidence 196
Organizational Justice Theory 196
Forms of Organizational Justice 196
¦ YOU RE THE MANAGEMENT EXPERT: When Equal Treatment
Backfires 197
¦ ETHICS IN ACTION: Organizational Justice at Genentech 199
Consequences of Organizational Justice 200
SUMMARY 201
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 201
CLOSING CASE:
Motivating Employees at the SAS Institute 204
Chapter 7 Creating a Motivating Work Setting 206
Opening Case
High Motivation Results in Exceptional Customer Service at Zappos 207
Overview 208
Job Design: Early Approaches 209
Scientific Management 209
Job Enlargement and Job Enrichment 211
Job Design: The Job Characteristics Model 212
Core Job Dimensions 212
¦ OB TODAY: Tough Economic Times Result in Changes in Job Design 214
The Motivating Potential Score 214
Critical Psychological States 218
Work and Personal Outcomes 219
The Role of Individual Differences in Employees Responses to Job Design 219
The Research Evidence 221
Job Design: The Social Information Processing Model 221
¦ YOU RE THE MANAGEMENT EXPERT: Redesigning Jobs 222
The Role of the Social Environment 222
The Role of Past Behaviors 223
Job Design Models Summarized 224
¦ FOCUS ON DIVERSITY: Job Sharing a Viable Option 225
Organizational Objectives 226
¦ GLOBAL VIEW: Off shoring Expands Into Many Kinds of Jobs 227
Goal Setting 228
What Kinds of Goals Lead to High Motivation and Performance? 228
Why Do Goals Affect Motivation and Performance? 229
Limits to Goal-Setting Theory 230
Management by Objectives 230
Goal Setting and Job Design as Motivation Tools 231
SUMMARY 231
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 232
CLOSING CASE:
Motivating Employees at Google 235
Chapter 8 Pay, Careers, and Changing Employment Relationships 236
Opening Case
Changing Employment Relations in Tough Economic Times 237
Overview 238
Psychological Contracts 239
Determinants of Psychological Contracts 239
Types of Psychological Contracts 240
¦ GLOBAL VIEW: Changing Employment Relations in Japan 242
When Psychological Contracts Are Broken 242
Performance Appraisal 243
Encouraging High Levels of Motivation and Performance 243
Providing Information for Decision Making 245
Developing a Performance Appraisal System 245
¦ YOU RE THE MANAGEMENT EXPERT: Promoting High-Quality Customer
Service 248
Potential Problems in Subjective Performance Appraisal 251
Pay and the Employment Relation 252
Merit Pay Plans 252
¦ OB TODAY: Acknowledging High Performers During a Recession 252
Should Merit Pay Be Based on Individual, Group, or Organizational Performance? 253
Should Merit Pay Be in the Form of a Salary Increase or a Bonus? 254
Examples of Merit Pay Plans 254
The Ethics of Pay Differentials and Comparable Worth 255
Careers 256
The Nature of Careers 256
Types of Careers 257
Career Stages 257
Contemporary Career Challenges 261
SUMMARY 263
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 264
CLOSING CASE:
Valuing Employees at Costco 267
Chapter 9 Managing Stress and Work-Life Balance 268
Opening Case
Job Loss and Its Consequences 269
Overview 270
The Nature of Stress 271
¦ ETHICS IN ACTION: Violence in the Workplace 272
Individual Differences and Stress 273
Consequences of Stress 274
Sources of Stress 277
Personal Stressors 278
Job-Related Stressors 280
Group- and Organization-Related Stressors 282
Stressors Arising Out of Work-Life Balance 284
Environmental Uncertainty 284
¦ GLOBAL VIEW: Coping with Grief and Loss 285
Coping with Stress 286
Problem-Focused Coping Strategies for Individuals 286
Emotion-Focused Coping Strategies for Individuals 287
Problem-Focused Coping Strategies for Organizations 288
¦ YOU RE THE MANAGEMENT EXPERT: Coping with the Stress
of a Challenging New Job 290
¦ FOCUS ON DIVERSITY: On-Site Child Care and Family Friendly Benefits
at Guerra DeBerry Coody 292
Emotion-Focused Coping Strategies for Organizations 293
¦ OB TODAY: Alleviating Stress Through Organizational
Support 294
SUMMARY 296
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 297
CLOSING CASE:
Stress and Burnout Among Entrepreneurs and the Self-Employed 301
PART 2 GROUP AND TEAM PROCESSES 302
Chapter 10 The Nature of Work Groups and Teams 302
Opening Case
Teams and Innovation at Cisco Systems 303
Overview 304
Introduction to Groups 305
Types of Work Groups 305
Group Development Over Time: The Five-Stage Model 307
Characteristics of Work Groups 308
Group Size 308
Group Composition 309
Group Function 311
Group Status 311
Group Efficacy 312
Social Facilitation 313
How Groups Control Their Members: Roles and Rules 288
Roles 314
Written Rules 315
¦ OB TODAY: Zingerman s Steps to Success 315
How Groups Control Their Members: Group Norms 316
Why Do Group Members Conform to Norms? 317
Idiosyncrasy Credit 317
The Pros and Cons of Conformity and Deviance 318
Balancing Conformity and Deviance 318
¦ OB TODAY: Deviance and Conformity in Design Teams
atlDEO 320
Ensuring that Group Norms are Functional for the Organization 321
¦ YOU RE THE MANAGEMENT EXPERT: Aligning Goals 322
Socialization: How Group Members Learn Roles, Rules, and Norms 322
Socialization and Role Orientation 322
Socialization Tactics 323
SUMMARY 326
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 327
CLOSING CASE:
Teams Fuel Global Innovation at Whirlpool 330
Chapter 11 Effective Work Groups and Teams 332
Opening Case
How Nokia Uses Teams to Increase Global Effectiveness 333
Overview 334
Process Losses, Process Gains, and Group Effectiveness 334
Potential Performance? 334
Process Losses and Performance 335
¦ OB TODAY: Process Losses Can Have Deadly Consequences
in Hospitals 336
Process Gains and Performance 337
¦ OB TODAY: The Rolling Stones Learn to Play Together 338
Social Loafing: A Problem in Group Motivation and Performance 339
Group Size and Social Loafing 340
Ways to Reduce Social Loafing 340
¦ OB TODAY: How GlaxoSmithKline Used Groups to Boost
Productivity 342
How Task Characteristics Affect Group Performance 342
Pooled Interdependence 343
Sequential Interdependence 343
Reciprocal Interdependence 345
¦ YOU RE THE MANAGEMENT EXPERT: What Kinds of Groups
and Tasks? 347
Group Cohesiveness and Performance 347
Factors that Contribute to Group Cohesiveness 347
Consequences of Group Cohesiveness 348
Important Organizational Groups 351
The Top Management Team 351
Self-Managed Work Teams 351
¦ OB TODAY: Dick s Drive-In Restaurants 353
Research and Development Teams 354
Virtual Teams 356
SUMMARY 357
EXERCISE IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 358
CLOSING CASE:
Why Microsoft s Measurement System Led to Problems with Group
Performance 361
Chapter 12 Leaders and Leadership 362
Opening Case
How Sony s Gaijin CEO Changed Its Leadership Approach 363
Overview 364
Introduction to Leadership 365
Early Approaches to Leadership 366
The Leader Trait Approach 366
The Leader Behavior Approach 366
¦ OB TODAY: John Chambers of Cisco Systems Develops a Collaborative
Leadership Approach 368
The Behavior Approach: Leader Reward and Punishing Behavior 369
Measuring Leader Behaviors 369
What Is Missing in the Trait and Behavior Approaches? 370
Fiedler s Contingency Theory of Leadership 371
Leader Style 371
Situational Characteristics 372
The Contingency Model 373
Contemporary Perspectives on Leadership 375
Path-Goal Theory: How Leaders Motivate Followers 375
¦ OB TODAY: A Sister Act Helped Claire s Stores to Sparkle 377
TheVroom and Yetton Model: Determining the Level of Subordinate Participation
in Decision Making 378
Leader-Member Exchange Theory: Relationships Between Leaders and Followers 379
Does Leadership Always Matter in Organizations? 380
Leadership Substitutes 380
Leadership Neutralizers 381
The Romance of Leadership 381
¦ YOU RE THE MANAGEMENT EXPERT: How to Lead Me 382
New Topics in Leadership Research 382
Transformational and Charismatic Leadership 382
¦ GLOBAL VIEW: Avon is Calling Everywhere 383
Leader Mood 385
Gender and Leadership 385
¦ OB TODAY: Female Manufacturing Plant Managers Help Increase
Product Quality 386
Ethical Leadership 387
¦ OB TODAY: Whole Foods Markets Leads Through Ethics
and Social Responsibility 388
Recap of Leadership Approaches 389
SUMMARY 389
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 391
CLOSING CASE:
Tammy Savage and the NETGENeration 394
Chapter 13 Power, Politics, Conflict, and Negotiation 396
Opening Case
Pfizer s John MacKay Uses Power and Politics to Increase
Performance 397
Overview 398
The Nature of Power and Politics 398
Sources of Individual Power 399
Sources of Formal Individual Power 400
¦ ETHICS IN ACTION: New York City Taxi Drivers Make a Fast Buck 401
Sources of Informal Individual Power 402
¦ YOU RE THE MANAGEMENT EXPERT: Identifying Who Has Power 403
Sources of Functional and Divisional Power 403
Ability to Control Uncertain Contingencies 403
Irreplacability 404
Centrality 404
¦ ETHICS IN ACTION: Two Judges Use Their Power and Control Over Their Courts
to Corrupt Them 404
Ability to Control and Generate Resources 405
Organizational Politics: The Use of Power 406
Tactics for Increasing Individual Power 406
¦ OB TODAY: Bob Iger Uses His Political Skills to Change
Walt Disney 408
Managing Organizational Politics 409
¦ GLOBAL VIEW: Mining Companies Act Tough in Australia 410
What Is Organizational Conflict? 410
Sources of Organizational Conflict 411
Differentiation 411
Task Relationships 412
Scarcity of Resources 412
Pondy s Model of Organizational Conflict 412
Latent Conflict 412
Perceived Conflict 413
Felt Conflict 413
¦ OB TODAY: Manifest Conflict Erupts Between eBay and
Its Sellers 413
Manifest Conflict 414
Conflict Aftermath 415
¦ OB TODAY: When Partners Battle for Control of Their Company 416
Negotiation: Resolving Conflict 417
Individual-Level Conflict Management 418
Group-Level Conflict Management 418
Promoting Compromise 420
SUMMARY 421
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 422
CLOSING CASE:
Mixing Business and Family Causes Conflict 425
Chapter 14 Communicating Effectively in Organizations 426
Opening Case
Toyota Is Accused of Being a Poor Communicator 427
Overview 428
What Is Communication? 428
The Functions of Communication 429
¦ ETHICS IN ACTION: A Peanut Company s Use of Communication Causes Many
Problems 432
Communication Networks in Organizations 433
The Communication Process 435
The Sender and the Message 435
Encoding 436
The Medium 437
The Receiver: Decoding and the Feedback Loop 439
Barriers to Effective Communication 439
Filtering and Information Distortion 440
¦ OB TODAY: Why Communication Is Vital on an Airliner 440
Poor Listening 442
¦ OB TODAY: The Consequences of Poor Listening Skills 442
Lack of or Inappropriate Feedback 443
Rumors and the Grapevine 443
Workforce Diversity 443
Differences in Cross-cultural Linguistic Styles 444
¦ GLOBAL VIEW: Honda and Foxconn Have a Communication Problem
in China 444
Selecting an Appropriate Communication Medium 445
Information Richness 445
¦ OB TODAY: Telemarketing Turns-Off Customers 447
Trade-Offs in the Choice of Media 448
Using Advanced IT 448
Persuasive Communication 449
¦ YOU RE THE MANAGEMENT EXPERT: How to Speed Product Development 450
A Model of Persuasive Communication 450
¦ OB TODAY: A Failure in Communication 452
Communication in Crisis Situations 453
SUMMARY 454
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 455
CLOSING CASE:
How Chrysler s Tom Lasorda Learned How to Talk to Employees 459
Chapter 15 Decision Making and Organizational Learning 460
Opening Case
Mattel Wins the War in Toyland 461
Overview 462
Types of Decisions 462
Nonprogrammed Decisions 463
¦ OB TODAY: Steve Jobs s and Apple s Engineers Excel at Nonprogrammed
Decision Making 464
Programmed Decisions 465
Ethical Decision Making 466
¦ ETHICS IN ACTION: Guidant s Major Ethical Lapse 467
The Decision-Making Process 468
The Classical Model of Decision Making 468
March and Simon s Administrative Model of Decision Making 469
Sources of Error in Decision Making 470
Heuristics and Their Effects 471
Escalation of Commitment 472
The Role of Information Technology 473
¦ GLOBAL VIEW: SAP s ERP System 474
Group Decision Making 475
Advantages of Group Decision Making 475
Disadvantages of Group Decision Making 476
Other Consequences of Group Decision Making 478
Decision Making in Crisis Situations 479
¦ YOU RE THE MANAGEMENT EXPERT: Solving Competition Between
Teams 479
Group Decision-Making Techniques 480
Brainstorming 480
The Nominal Group Technique 481
The Delphi Technique 481
Group Decision-Making Techniques Used in Total Quality Management 481
¦ OB TODAY: How Plexus Decided It Could Make Flexible Manufacturing
Pay Off 482
Organizational Learning 483
Types of Organizational Learning 484
¦ OB TODAY: IDEO Helps Organizations Learn How to Learn 484
Principles of Organizational Learning 485
¦ OB TODAY: How to Create a Learning Organization 487
Leadership and Learning 488
SUMMARY 488
EXERCISES IN UNDERSTANDING AND
MANAGING ORGANIZATIONAL BEHAVIOR 489
CLOSING CASE:
Turnaround Decision Making at Liz Claiborne 492
PART 3 ORGANIZATIONAL PROCESSES 494
Chapter 16 Organizational Design and Structure 494
Opening Case
Avon Reorganizes Its Global Structure 495
Overview 496
Designing Organizational Structure 496
The Organizational Environment 497
Technology 497
Human Resources and the Employment Relationship 499
Organic and Mechanistic Structures 499
Grouping Jobs into Functions and Divisions 500
¦ YOU RE THE MANAGEMENT EXPERT: Which Work System Is
the Best? 500
Functional Structure 501
Divisional Structures: Product, Market, and Geographic 502
¦ OB TODAY: Why the Houston ISD Changed to a Market Structure 503
Advantages of a Divisional Structure 504
Disadvantages of a Divisional Structure 505
Matrix Structure 506
Summary 507
Coordinating Functions and Divisions 507
Allocating Authority 507
¦ OB TODAY: Caterpillar Gets Leaner and More Focused 510
¦ OB TODAY: To Centralize or Decentralize-That Is the Question 511
Mutual Adjustment and Integrating Mechanisms 512
¦ GLOBAL VIEW: A Product Team Structure Can Insure High
Performance 514
Standardization 515
New IT-Enabled Forms of Organizational Design and Structure 517
The Effects of IT Inside Organizations 517
¦ GLOBAL VIEW: IBM and Accenture Create Virtual Organizations 518
The Effects of IT Between Organizations 519
SUMMARY 520
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 520
CLOSING CASE:
Home Depot s Military-Style Structure 524
Chapter 17 Organizational Culture and Ethical Behavior 526
Opening Case
How a New CEO Transformed Ford s Culture 527
Overview 528
What Is Organizational Culture? 528
How Is an Organization s Culture Transmitted to Its Members? 530
Socialization and Socialization Tactics 530
Stories, Ceremonies, and Organizational Language 531
¦ OB TODAY: UPS and Walmart Know How to Build Persuasive
Cultures 533
¦ YOU RE THE MANAGEMENT EXPERT: A Culture of Cleanliness 534
Factors Shaping Organizational Culture 535
Characteristics of People Within the Organization 535
Organizational Ethics 536
¦ ETHICS IN ACTION: Apple: Do You Protect Your Products or the Workers Who
Assemble Them? 537
The Employment Relationship 539
¦ OB TODAY: How Making Employees Owners Can Change
Organizational Culture 540
Organizational Structure 541
Adaptive Cultures versus Inert Cultures 541
¦ OB TODAY: How Google s Founders Created a
Groovy Culture 542
Traits of Strong, Adaptive Corporate Cultures 543
Values from the National Culture 544
Hofstede s Model of National Culture 545
Creating an Ethical Culture 548
Why Does Unethical Behavior Occur? 549
¦ ETHICS IN ACTION: Jim McCormick s ADE-51 Bomb Detector 550
Ways to Create an Ethical Culture 550
¦ GLOBAL VIEW: Everything Is Not Coming Up Roses 551
SUMMARY 552
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 553
CLOSING CASE:
Why 3M Has an Innovative Culture 555
Chapter 18 Organizational Change and Development 556
Opening Case
Dell Struggles to Regain Its Leadership 557
Overview 558
Forces for and Resistance to Organization Change 559
Forces for Change 559
¦ ETHICS IN ACTION: Outsourcing and Sweatshops: Do They Go
Hand in Hand? 561
Impediments to Change 562
Organization-Level Resistance to Change 563
Group-Level Resistance to Change 564
Individual-Level Resistance to Change 564
Lewin s Force-Field Theory of Change 564
Evolutionary and Revolutionary Change in Organizations 565
Evolutionary Change I: Sociotechnical Systems Theory 565
Evolutionary Change II: Total Quality Management 566
¦ OB TODAY: Starwood s Work to Satisfy Its Customers 567
Revolutionary Change I: Reengineering 568
¦ OB TODAY: Hallmark Card Wakes Up 569
Revolutionary Change II: Restructuring 570
Revolutionary Change III: Innovation 571
Managing Change: Action Research 572
Diagnosis of the Organization 573
Determining the Desired Future State 573
Implementing Action 573
Evaluating the Action 574
¦ YOU RE THE MANAGEMENT EXPERT: Bringing Change
to a Restaurant 575
Institutionalizing Action Research 575
Organization Development 576
OD Techniques to Deal with Resistance to Change 576
¦ OB TODAY: Crisis After Crisis Seem to Plague BP 577
OD Techniques to Promote Change 578
SUMMARY 581
EXERCISES IN UNDERSTANDING AND MANAGING
ORGANIZATIONAL BEHAVIOR 582
CLOSING CASE:
How United Technologies Manages the Change Process 585
Appendix Research Methods in Organizational Behavior 586
Glossary 592
References 601
Name Index 650
Company Index 658
Subject Index 660
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| callnumber-first | H - Social Science |
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| callnumber-raw | HD58.7 |
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| callnumber-subject | HD - Industries, Land Use, Labor |
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| ctrlnum | (OCoLC)730027517 (DE-599)BVBBV037400641 |
| dewey-full | 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 6. ed., internat. ed. |
| format | Book |
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| indexdate | 2024-07-09T23:23:30Z |
| institution | BVB |
| isbn | 0273753797 9780273753797 |
| language | English |
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| spelling | George, Jennifer M. Verfasser aut Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones 6. ed., internat. ed. Boston ; Munich [u.a.] Pearson Prentice Hall 2012 670 S. Ill. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Organizational effectiveness Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Unternehmen (DE-588)4061963-1 s Organisationsverhalten (DE-588)4285859-8 s DE-604 Organisationspsychologie (DE-588)4043786-3 s Jones, Gareth R. Verfasser (DE-588)13230922X aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022553335&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | George, Jennifer M. Jones, Gareth R. Understanding and managing organizational behavior Organizational behavior Organizational effectiveness Organisationsverhalten (DE-588)4285859-8 gnd Unternehmen (DE-588)4061963-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| subject_GND | (DE-588)4285859-8 (DE-588)4061963-1 (DE-588)4043786-3 (DE-588)4151278-9 |
| title | Understanding and managing organizational behavior |
| title_auth | Understanding and managing organizational behavior |
| title_exact_search | Understanding and managing organizational behavior |
| title_full | Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones |
| title_fullStr | Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones |
| title_full_unstemmed | Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones |
| title_short | Understanding and managing organizational behavior |
| title_sort | understanding and managing organizational behavior |
| topic | Organizational behavior Organizational effectiveness Organisationsverhalten (DE-588)4285859-8 gnd Unternehmen (DE-588)4061963-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| topic_facet | Organizational behavior Organizational effectiveness Organisationsverhalten Unternehmen Organisationspsychologie Einführung |
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