Verfügbarkeit: Organizational behavior

Organizational behavior:

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Bibliographische Detailangaben
Format:	Buch
Sprache:	English
Veröffentlicht:	Los Angeles, Calif. [u.a.] SAGE 2015
Schlagworte:	Organisationsverhalten Lehrbuch
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XXV, 540 S. Ill., graf. Darst. 283 mm x 218 mm
ISBN:	9781452278605

Internformat

MARC


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Datensatz im Suchindex

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adam_text	Brief Contents PREFACE xviii ABOUT THE AUTHORS xxiv PART I: INTRODUCTION 1 Chapter 1: Introduction to Organizational Behavior: History, Trends, and Ethics 2 PART II: INDIVIDUAL BEHAVIOR AND CHARACTERISTICS 31 Chapter 2: Culture and Diversity: Developing a Cultural Mindset 32 Chapter 3: Self-Awareness, Personality, Emotions, and Values 70 Chapter 4: Perception and Attribution 110 Chapter 5: Motivation and Engagement 140 Chapter 6: Managing Stress 170 Chapter 7: Fostering Creativity and Innovation 202 PART III: GROUP AND TEAM PROCESSES 233 Chapter 8: Decision Making 234 Chapter 9: Communicating Effectively With Others 270 Chapter 10: Working in Groups and Teams 300 Chapter 11: Managing Conflict and Negotiation 336 Chapter 12: Leadership: Classic to Contemporary 368 PART IV: ORGANIZATIONAL CONTEXT 401 Chapter 13: Organizational Power and Politics 402 Chapter 14: Organizational Strategy and Structure 434 Chapter 15: Organizational Culture and Change 472 GLOSSARY 505 PHOTO CREDITS 515 AUTHOR INDEX 517 SUBJECT INDEX 527 Detailed Contents PREFACE xvii ABOUT THE AUTHORS xxiv ► PART 1. INTRODUCTION 1 Chapter 1. Introduction to Organizational Behavior: History, Trends, and Ethics 2 What Is Organizational Behavior? 5 Individual, Group, and Organizational Levels of Analysis 5 Social, Economic, and Ethical Context 5 A Brief History of Organizational Behavior 6 The Classical Period 6 The Humanistic Period 7 Modern Organizational Behavior 8 Current Trends in Organizational Behavior l Positive Organizational Behavior l> Neuroscience and Organizational Behavior 10 People Skills in Management LO Differentiating Between Managers and Leaders 10 What Managers Do II What Leaders Do 13 Influence of Managers 15 Creativity and Change in a Global Society 16 Creativity and Change 16 A Global Society 18 Global Society: Global Ambassadors Mentor Emerging Women Leaders Across the Globe 20 The Ethical Environment 22 Personal Integrity 22 A Cultural Mindset 23 Social Responsibility 23 Creativity and Change: Do Well, Do Good, or Do Both? 24 Global Sustainability 25 Summary and Applications for Managers 26 Key Terms 26 Exercises 26 Cases 2 ► PART II. INDIVIDUAL BEHAVIOR AND CHARACTERISTICS Chapter 2. Culture and Diversity: Developing a Cultural Mindset What Is Culture and Why Does It Matter? Defining Culture Characteristics of Culture Three Levels of Culture The Cultural Iceberg: What We Know and What We Don t Know Sophisticated Stereotypes Diversity in Today s Workplace Primary and Secondary Dimensions of Diversity Benefits and Challenges of Workplace Diversity Legal Considerations Gender Diversity Global Society: DeLoitte Builds Diversity Generational Diversity National Culture Hall s Cultural Context Framework Hofstede s Five Cultural Dimensions Global Leadership and Organizational Behavior Effectiveness—GLOBE Culture and Individual Behavior Developing a Cultural Mindset Creativity and Change: Responding to Cultural Differences Cultural Mindset Components The Cultural Mindset in Organizations Summary and Applications for Managers Key Terms Exercises Cases Chapter 3. Self-Awareness, Personality, Emotions, and Values Understanding Individual Differences Influence of Individual Differences: Behavioral Range Why Is Self-Awareness Importanti Skills and Abilities Skills Abilities 31 32 34 36 37 38 39 40 41 41 42 43 47 48 51 52 53 54 56 57 58 59 60 62 62 63 63 70 74 76 77 78 7S 78 Creativity and Change: The Musical Instrument Museum Emotions Emotional Intelligence Emotions in the Workplace Personality Traits Myers-Briggs Type Inventory (MBTI) Big Five Personality Traits Narcissism Proactive Personality Values The Importance of Values Global Society: The Right Way to Apologize Developing Self-Awareness Summary and Applications for Managers Key Terms Exercises Cases Chapter 4. Perception and Attribution What Is Perception? Perception Process Culture and Perception The Three Stages of Perception Attention Stage Organization Stage Global Society: Heineken s PR Challenge Interpretation and Judgment Stage The Attribution Process Information We Use to Make Attributions Making Attributions About Our Own behavior Perceptual Biases Fundamental Attribution Error Stereotypes Halo-Horns and Similarity Effects Primacy and Recency Self-Serving Bias Difficulty in Overcoming Biases Managing Biases Creativity and Change: Speaking of Leadership .. . Masculine or Feminine? Summary and Applications for Managers Key Terms Exercises Cases Chapter 5. Motivation and Engagement Approaches to Motivation Why Does Motivation Matter? Need Theories 80 80 81 83 83 85 86 88 89 89 90 91 94 95 95 104 110 114 114 116 117 118 119 120 122 123 123 124 125 126 127 128 129 129 130 132 133 134 135 135 136 140 143 144 145 Expectancy Theory 147 Global Society: Motivation at Semco 148 Goal Theories 150 Equity Theory 151 Reinforcement, Reward, and Punishment 152 Current Debates and Perspectives 155 Motivation and Life Stages 155 Anti-Motivation Theories 156 Trust and Engagement 157 Creativity and Change: General Stanley McChrystal 158 Creativity and Engagement 161 Summary and Applications for Managers 164 Key Terms 165 Exercises 165 Cases 166 Chapter 6. Managing Stress 170 Defining Stress 173 The General Adaptation Syndrome 173 The Consequences and Costs of Stress 175 Stress: Good, Bad, and Ugly 178 Sources of Stress 179 Individual Factors 179 Organizational Factors 180 Creativity and Change: A Top Management Team Under Stress 185 Coping With and Managing Stress 186 Personal Strategies 186 Global Society: Nokia s Culture 187 Organizational Strategies 192 Summary and Applications for Managers 194 Key Terms 195 Exercises 195 Cases 198 Chapter 7. Fostering Creativity and Innovation 202 The Importance of Creativity and Innovation 204 What Is Creativity? 206 Views of Creativity 206 Characteristics of Creative Individuals 207 Conceptual Skills and Abilities 208 Creativity as Behavior 209 Creativity as a Process 209 An Integrated Perspective on Creativity 209 The Creative Process 210 Roles in the Creative Process 212 Social and Structural Factors 213 Impediments to Creativity 213 Defining the Problem Incorrectly 214 Judging Ideas Too Quickly 214 Stopping at the First Acceptable Idea 214 Lack of Support 214 Hostility to Sharing Knowledge 215 Fostering Creativity in Organizations 215 Creativity and Change; Implementing Innovative Ideas: Sol and Robert Price 216 Challenging Work 217 Supportive Supervision 218 Organizational and Work Group Culture 218 Global Society: Alessi Embraces Failure 219 Workload Pressures and Resources 220 Positive Emotions 220 Fostering Creativity: Techniques and Tools 221 The Idea Box or Matrix Analysis 221 Synectics 222 Mindmapping 223 Design Thinking 223 Enhancing Your Personal Creativity 225 Summary and Applications for Managers 226 Key Terms 227 Exercises 227 Cases 228 ► PART III. GROUP AND TEAM PROCESSES 235 Chapter 8. Decision Making 234 Defining Decision Making 236 Levels of Decision Making 237 Decision Making and Problem Solving 238 Bottlenecks in Decision Making 239 Why Decisions Fail 240 Ethical Decision Making 240 Generating Alternatives 241 Creativity and Change: Cirque du Soleil 242 Implementing Good Decisions 242 Models of Decision Making 244 The Rational Model 244 The Organizational Process Model 247 The Collaborative Model 249 Other Decision Making Models 249 Global Society: Asia s Scottish Company 250 Who Should Be Involved in Decision Making? 251 Involving the Group to Prevent Poor Decisions 251 Levels of Participation and Styles of Decision Making 253 Diversity: Opportunities and Challenges for Decision Making 254 Techniques for Making Decisions 255 The Decision-Making Primer 255 Focus Groups 256 Brainstorming 257 Cost-Benefit and Cost-Effectiveness Analysis Nominal Group Technique Evidence-Based Management Summary and Applications for Managers Key Terms Exercises Cases Chapter 9. Communicating Effectively With Others Defining Communication The Communication Process Improving Interpersonal Communication Barriers to Effective Communication Oral Communication Global Society: Avon s Global Reach Active Listening Supportive Communication Dialogue Creativity and Change: Three lessons in Contemporary Communications Electronic Communication Specialized Forms of Communication Persuasive Communication Coaching and Personal Counseling Conducting Effective Meetings Writing Memos, Reports, and Proposals Summary and Applications for Managers Key Terms Exercises Cases Chapter 10. Working in Groups and Teams Defining Groups and Teams Structural Issues in Groups and Teams Group Size and Composition Roles and Norms Cohesion, Conformity, and Deviance Global Society: Management With Traditional Roots Developing Teams The Forming Stage The Norming Stage The Storming Stage The Performing Stage Characteristics of Effective Teams Types of Teams Top Management Teams Project Teams Process-Improvement Teams Cross-Functional Teams Self-Directed Teams Creativity and Change: The Chilean Mine Disaster Virtual Teams 257 258 259 261 261 262 263 270 272 274 275 276 278 279 280 282 284 286 287 288 288 289 290 291 294 295 295 297 300 302 305 305 306 308 311 312 312 313 313 314 314 315 315 315 315 315 316 317 318 Helping Teams Become Effective Clear Goals Building Cohesion and Managing Diversity Developing Trust Team Leadership Training Managing Team Conflict Reward Structure Organizational Structure Building an Ethical and Collaborative Culture Summary and Applications for Managers Key Terms Exercises Cases Chapter 11. Managing Conflict and Negotiation Defining Conflict Views of Conflict Consequences of Conflict Types and Levels of Conflict Culture and Conflict Sources of Conflict Personal Sources of Conflict Organizational Sources of Conflict Creativity and Change: Helping Relationships Managing Conflict Two General Approaches Individual Conflict Management Styles Preventing and Reducing Conflict Increasing or Stimulating Conflict Negotiating The Negotiation Process Ethics and Negotiation Culture and Negotiation Global Society: Cross-Cultural Negotiations Common Mistakes in Negotiation Negotiation Strategies Summary and Applications for Managers Key Terms Exercises Cases Chapter 12. Leadership: Classic to Contemporary Thinking About Leadership Traditional Approaches to Leadership The Trait Approach The Behavior Approach The Contingency Approach Contemporary Approaches to Leadership From Traits to Skills and Competencies The Transformational Approach Value-Based Leadership 319 320 320 321 321 322 323 324 326 326 328 329 329 330 336 338 338 341 342 343 343 344 345 346 347 347 348 351 353 354 354 355 356 357 357 358 362 362 363 364 368 373 373 373 374 374 376 376 379 381 Authentic Leadership 382 Shared Leadership 382 Collaborative Leadership 383 Positive Leadership 384 Emotions and Leadership 384 Creativity and Change: Fully Human Leadership 385 The Ethics of Leadership 386 Global Society: Leading the Global Fund for Women 387 The Follower 388 Leadership, Morality, and Globalization 388 Ethical Issues 388 Creative Leadership 389 Summary and Applications for Managers 392 Key Terms 393 Exercises 393 Cases 395 ► PART IV. ORGANIZATIONAL CONTEXT 401 Chapter 13. Organizational Power and Politics 402 Thinking About Power and Politics 406 Early Voices 406 Changing Perspectives on Power 407 Questioning Power and Authority 408 Sources of Power for Individuals 409 Legitimate Power 410 Reward Power 410 Coercive Power 410 Expert Power 411 Referent Power 411 Balancing Power 412 Structural Aspects of Power 414 Is Power a Positive Force or a Destructive Force? 414 Global Society: Luxottica and the Power of Controlling Resources 41.5 Positive Aspects of Power 416 Negative Aspects of Power 417 Managing Organizational Politics and Being Influential 418 Creativity and Change: Power and Ethics 41e) Gaining Positive Political Skills 421 Empowerment: More Than Delegation 422 Summary and Applications for Managers 426 Key Terms 427 Exercises 428 Cases 428 Chapter 14. Organizational Strategy and Structure 434 The Organizational Context 437 The Organizational Environment 438 Fnactine thp. Environment 441 Environmental Uncertainty The Organization and Technology Global Society: Indra Nooyi: The Indian-Born CEO of Pepsi Types of Technology Effects of Changing Technology Strategic Basics: Mission, Goals, and Strategy Managing Strategy Low-Cost Strategies Versus Differentiation Organizational Structure Basic Components of Structure Organic and Mechanistic Organizations Creativity and Change: Charles Merrill Traditional Structural Options Managing in an Uncertain Environment Gathering Information Adapting Internal Culture and Structure Changing the Environment Summary and Applications for Managers Key Terms Exercises Cases Chapter 15. Organizational Culture and Change The Relationship Between Culture and Change Change Processes in Organizations Organizational Culture Elements of Organizational Culture 442 Individual Behavior and Organizational Lultun ! 480 443 Cultural Change 481 Approaches to Understanding Change 482 444 Classic Approaches to Managing Change 482 445 Organizational Learning 483 446 Creativity and Change: A Culture of 448 Responsibility 484 450 Large Systems Change 486 452 Global Society: Scandal at Parmalat 488 452 Newer Approaches to Bringing About Change 488 452 Change Through Management Action or 454 Reorganization 488 455 Change Through Organization Development 490 456 Change Through Appreciative Inquiry 492 461 Steps in Organizational Transformations 493 461 Creativity and Change: Hyundai Soars 494 461 The Ethics of Managing Change 496 462 Summary and Applications for Managers 498 463 Key Terms 499 463 Exercises 499 464 Cases 500 466 GLOSSARY 505 472 PHOTO CREDITS 515 475 475 AUTHOR INDEX 517 477 479 SUBJECT INDEX 527
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title	Organizational behavior
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title_full	Organizational behavior Afsaneh Nahavandi ...
title_fullStr	Organizational behavior Afsaneh Nahavandi ...
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