Effective behavior in organizations: cases, concepts, and student experiences
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
McGraw-Hill Irwin
2001
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 632 S. |
| ISBN: | 0072396709 |
Internformat
MARC
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| 100 | 1 | |a Cohen, Allan R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Effective behavior in organizations |b cases, concepts, and student experiences |c Allan R. Cohen ; Stephen L. Fink |
| 250 | |a 7. ed. | ||
| 264 | 1 | |a Boston [u.a.] |b McGraw-Hill Irwin |c 2001 | |
| 300 | |a XVI, 632 S. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Organizational behavior | |
| 650 | 0 | 7 | |a Organisationsverhalten |0 (DE-588)4285859-8 |2 gnd |9 rswk-swf |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-027254838 | ||
Datensatz im Suchindex
| _version_ | 1804152134547013632 |
|---|---|
| adam_text | Brief
Contents
Chapter
1
Introduction
1
Chapter
2
The Total Organization and the Concept
of Systems
33
Chapter
3
The Work Group
59
Chapter
4
Cohesiveness in Groups
87
Chapter
5
Differentiation in Groups: Building
Internal Structure as a Basis for
Productivity
99
Chapter
6
Developing Group Effectiveness:
Emergent Processes
121
Chapter
7
Basic Human Needs and Rewards
143
Chapter
8
The Personal System
Chapter
9
Diagnosing the Two-Person Work
Relationship: Job Requirements and
Background Factors
207
Chapter
10
Improving the Two-Person Work
Relationship: Processes and Outcomes
221
Chapter
11
Leadership: Exerting influence and
Power
251
Chapter
12
Leadership: Managerial Functions and
Styles
279
Chapter
13
Intergroup, Interorganizational, and
Intercultural Relations
313
167
Chapter
14
Initiating Change
Cases
395
Endnotes 617
347
IX
Contents
Chapter
1
Introduction
1
An Introductory Essay
2
What Does a Manager Do?
6
Interpersonal Functions (Building Relationships)
6
Informational Functions (Giving and Receiving
Information)
7
Decisional Functions (Making Decisions)
8
Needed Managerial Skills
8
Managing Time: A Key Skill
10
Organizational Politics and Getting Ahead
12
Problems of Women and Minorities
14
The Dangers of Gamesmanship
15
Nothing Is as Simple as It Seems
16
Multiple Causality
16
Uncertainty
18
Living with Consequences of Decisions
18
Basic Premise: Learning to Learn about
Organizations, Everywhere
20
Central Theme: Learning through Doing and
Reflecting—The Manager as Involved Actor
21
Propositions
25
Learning Styles
25
Key Concepts from Chapter
1 28
Personal Application Exercise
29
Suggested Readings
31
Chapter
2
The Total Organization and the Concept
of Systems
33
The Traditional Organization
34
The
Linking
-Ріп
Model
37
The Bases of Departmentalization
37
Variations from the Traditional Organization
39
Strategic Business Units (SBUs)
39
Matrix Organizations
40
The Need for a Common Language of
Relationships
46
The Elements and Boundaries of a System
47
Functional and Dysfunctional Aspects of a
System
49
Openness of Systems and Transformation
Processes
51
The Interconnectedness of Subsystems and
Levels
54
Equilibrium versus Change in Systems
54
Key Concepts from Chapter
2 56
Personal Application Exercise
56
Suggested Readings
57
Chapter
3
The Work Group
59
Why Groups?
60
How Do You Know When a Group Is?
62
The Need for Some Concepts
62
A Closer Look at Social System Concepts: Factors
Affecting Group Behavior
63
Behavior
64
Attitudes
64
The Basic Social System Conceptual Scheme
67
Required Behavior
68
The Leader s (Supervisor s) Style and
Expectations
68
Emergent Behavior
69
Individual and Organizational Background
Factors
70
Personal Systems
70
External Status
72
Organizational Culture
72
Technology and Layout
73
Reward System
76
xi
xii
CONTENTS
Summary
76
Key Events
and the Emergent
System 78
The Consequences of Emergent
Systems 78
Productivity
78
Satisfaction
79
Development
79
The Relationships between Required and Emergent
Systems
82
Key Concepts from Chapter
3 84
Personal Application Exercise
85
Suggested Readings
85
Chapter
4
Cohesiveness in Groups
87
Factors That Increase Cohesion
89
Required Interactions
89
Common Attitudes and Values
89
Superordinate Goal
90
A Common Enemy
90
Success in Achieving Goals and Group Status
91
Low External Interactions
91
Resolution of Differences
91
Availability of Resources
91
Consequences of Cohesion for Productivity,
Satisfaction, and Development
92
Productivity
92
Satisfaction
95
Development and Learning
96
Key Concepts from Chapter
4 97
Personal Application Exercise
98
Suggested Readings
98
Chapter
5
Differentiation in Groups: Building
Internal Structure as a Basis for
Productivity
99
Bases of Differentiation
101
Initial Ranking: External Status and Status
Congruence
101
Conformity to Norms as a Determinant of Emergent
Systems
104
External Status: How It Relates to Acceptance of
Group Norms
107
Roles as Differentiators of Group Members
108
Behavior as a Result of Status Differentiation 111
Influence
111
Subgroup
114
Consequences of Member Differentiation for
Productivity, Satisfaction, and
Development
115
Summary Productivity Proposition
117
Satisfaction and Development
117
Key Concepts from Chapter
5 118
Personal Application Exercise
118
Suggested Readings
119
Chapter
6
Developing Group Effectiveness:
Emergent Processes
121
Issues Facing Every Work Group
123
What the Work Situation Requires
124
Size of the Work Group
124
Distribution of Resources (Expertise) in the Group
125
Complexity and/or Diversity of the Work
126
Time Pressure on the Group to Produce
126
Degree of Task Interdependence Required
127
When You Put All the Factors Together
128
The Case of the Strategic Planning Team
128
The Case of the Restaurant Staff
130
How the Criteria Apply to Each Group
130
Process Can Be Changed
131
Task Group Effectiveness Develops over Time
132
Five Phases of Group Development
134
Phase
1
-Membership
134
Phase 2-Subgrouping
134
Phase
3
-Confrontation
135
Phase 4-Indi
vidual
Differentiation
136
Phase
5-Collaboration
136
Helping Group Movement toward Greater
Effectiveness
137
Key Concepts from Chapter
6 139
Personal Application Exercise
139
Suggested Readings
141
Chapter
7
Basic Human Needs and Rewards
Chapters
7
and
8:
From the General to the
Particular
145
Fundamental Human Needs
145
Survival Needs
145
Social Needs
147
143
CONTENTS
xiii
Higher-Level Needs
149
Individual Variations in Human Needs
150
Summary Propositions
153
The Manager and the Reward System
154
Behavior Is Governed by Outcomes
154
Reward versus Punishment
155
Intrinsic or Extrinsic Rewards
156
The Timing of Rewards
157
Conflicting Sources of Rewards
158
Feeling about Outcomes
159
Rewards in Comparison with Others
(Equity Theory)
160
Procedural Justice
160
Individual Variations
162
The Importance of Individual Expectancies
162
Key Concepts from Chapter
7 163
Personal Application Exercise
163
Suggested Readings
164
Chapter
8
The Personal System
167
Structure of the Personal System
169
Personal Goals
169
Competencies
170
Beliefs
171
Values
173
Rationalizing: An Easy Escape
174
The Self-Concept
175
Self- Concept and Perception
176
Attribution Theory
178
Defensive Behavior
179
The Self- Concept and Behavior
180
Norms and the Self-Concept
181
Roles and the Self-Concept
182
Rewards and the Self-Concept
184
Expectancies and the Self-Concept
184
Guideline Propositions for Predicting Individual
Behavior
185
Si tuational Determinants of the Self- Concept
185
Structuring the World around Us
186
The Myers-Briggs Model
187
1.
Introversion-Extroversion
187
2.
Sensing-Intuition
188
3.
Thinking-Feeling
188
4.
Judging-Perceiving
188
Combining the Dimensions
189
Life Phases and Life Choices
189
Understanding and Managing Stress
190
Signs of Stress
191
Some Organizational Sources of Stress and Ways
to Cope
192
How to Deal with Stress
196
Key Concepts from Chapter
8 197
Personal Application Exercise
197
Suggested Readings
198
Chapter
9
Diagnosing the Two-Person Work
Relationship: Job Requirements and
Background Factors
201
Managing Interpersonal Relationships
203
Job Requirements
203
A Range of Required Work Relationships
205
Background Factors
206
Organizational Culture
206
Technology and Layout
208
Reward System
209
External Status
210
Personal Systems
210
Consequences
210
Gender Differences: The Male-Female Relationship
at Work
212
Other Differences: Demographic Diversity
213
Interpersonal Styles
214
Some Styles of interaction
214
When Interaction Styles Meet Job
Requirements
216
Key Concepts from Chapter
9 219
Personal Application Exercise
219
Suggested Readings
220
Chapter
10
Improving the Two-Person Work
Relationship: Processes and
Outcomes
221
Adaptation to Requirements and to Each
Other
222
Implications for Working Relationships
223
Communication
223
Barriers to Communication
225
xiv
CONTENTS
Other Common Problems of Communication
229
It Takes Both People for Communication to
Work
230
Reciprocity
232
Trust and Other Feelings
233
Trust
234
Dealing with Blind Spots: The Need for
Feedback
236
A Recap
242
Outcomes of Interpersonal Relationships
243
Liking and Respect
243
Patterned Role Relationships
244
Self-Sealing Reciprocal Relationships: A Pattern
of Conflict
246
Summary
247
Key Concepts from Chapter
10 248
Personal Application Exercise
249
Suggested Readings
250
Chapter
11
Leadership: Exerting Influence and
Power
251
Leadership as Influence
254
Taking Initiative as an Act of Leadership
258
How People Are Influenced
259
Generating Employee Commitment
260
Power
262
Sources of Power in Organizations
263
Consequences of Possessing Power
266
Consequences of Not Possessing Power
268
Some Currencies of Influence
270
Liking versus Respect
271
The Use and Abuse of Power
273
The Opportunity to Empower Others
273
Key Concepts from Chapter
11 275
Personal Application Exercise
275
Suggested Readings
276
Chapter
12
Leadership: Managerial Functions and
Styles
279
Managers as Formal-Legitimate Leaders:
Managerial Choices
280
Managerial Functions
280
How Leadership Is Exercised; Alternative
Styles
284
Situational Leadership
284
Retaining versus Sharing Control
284
High Task Concern versus Low Task Concern
286
High Concern for People versus Low Concern
for People
288
Explicit versus Implicit Expectations (Degree of
Structure Provided)
290
Cautious versus Venturous
291
Contingencies: Factors Involved in Determining
Appropriate Leadership Choices
291
Nature of the Task Solution
291
Expertise of the Leader (as Compared with the
Competence of the Subordinates)
291
Attitudes and Needs of Subordinates
296
Leader s Upward Influence
297
Making Choices
299
The Problem of Heroic Models
301
Leadership and Values
306
Implications for Choosing Jobs and Career
Planning-Personal
Values and Ethics
307
Key Concepts from Chapter
12 308
Personal Application Exercise
309
Suggested Readings
310
Chapter
13
Intergroup, Intel-organizational, and
Intercultural Relations
313
The Basis of Inherent Conflicts
314
Variations in Group Identity
315
Time Horizon
315
Perspective on the Task
316
Professional Identity
317
Attitudes toward Authority and Internal
Structure
317
Interpersonal Orientation
318
Summary
321
The Price of Appropriate Differentiation: Problems
Arising from Strong Group Identity
322
Group Status
324
Informal Group Status in the System
324
Social Diversity and Intergroup Relations
325
Choosing between Conflict and Cooperation
325
Types of Interdependence
326
Foundations of Intergroup Cooperation
328
CONTENTS
XV
The Norm
of Reciproci
ty
329
Methods for Maximizing Intergroup
Cooperation
329
Overlapping or Multiple Group Memberships
329
Liaison or Linkage People
330
Joint Task Forces
331
Joint Group Meetings
331
Job Exchanges across Groups
332
Physical Proximity
333
Creating Intergroup Cooperation across
International and Regional Cultures
333
Some Dimensions of Culture
334
Consequences of Cultural Unawareness
336
Developing Cross-Cultural Skills for Working in
Another Country
337
Dealing with Regional Cultures within Your Own
Country
340
Diversity within Organizations
340
Implications for Organizational Changes
343
Key Concepts from Chapter
13 344
Personal Application Exercise
345
Suggested Readings
345
Chapter
14
Initiating Change
347
How Do You Know When Change Is Needed?
348
Where to Start
350
Where Is the Tension?
350
How Interconnected Is the Problem Unit with Other
Organizational Units?
351
To What Extent Does the Organization Operate as
a Hierarchy?
351
Where Is the Most Readiness and Receptivity to
Change?
352
Resistance to Change
352
Change May Seem Threatening
354
Change Can Mean Direct Loss
355
Change Can Disrupt the Social System
356
The Forms Resistance Can Take
359
The Importance of Power for the Person Desiring
Change
361
The Action-Research Model
363
Diagnostic Aids
363
Methods of Organizational Change
366
Methods for Changing Background Factors
367
Methods for Changing the Required System
376
Methods for Changing the Emergent System
382
Change Must Be Managed
387
An Overview of Organizational Change
387
Key Concepts from Chapter
14 389
Personal Application Exercise
390
Suggested Readings
391
Cases
1.
Atlantic Store Furniture
397
2.
Back to Bickering
401
3.
The Bagel Hockey Case
404
4.
Baksheesh
407
5.
Banana Time Case
409
6.
Bangles
413
7.
The Barbara
Dibella Case
415
8.
Beauty Classics, Inc.
417
9.
ВШ
Michaels
425
10.
Biadine.
427
11.
Bob Chen
434
12.
The Brady Training Program
439
13.
Bully or Victim?
443
14.
Carpax Company and Phyllis Copeland
447
15.
Chris Cunningham
451
16.
Conscience or the Competitive Edge? (A)
453
17.
Conscience or the Competitive Edge? (B)
455
18.
The Consolidated Life Case: Caught between
Corporate Cultures
456
19.
Consumer Materials Enterprises, Inc.
(Consummate Corporation)
460
20.
Contract Negotiations in Western Africa: A
Case of Mistaken Identity
467
21.
David Shorter
471
22.
Dilemma at Devil s Den
477
23.
Electronics Unlimited
479
24.
Estella
Rios:
Performance Problems at the
Toll Authority
484
25.
Evergreen Willows
491
26.
The Forgotten Group Member
494
27.
Fujiyama Trading Company, Ltd.
501
28.
Grace Pastiak s Web of Inclusion
506
29.
Growth at Stein, Bodello,
&
Associates, Inc.
510
30.
Intel in China
516
31.
Isabel Stewart
522
32.
Jane
Costello
529
33.
Jim Donovan (A)
534
xvi
CONTENTS
34. Jim
Donovan
(В)
535
35.
Kate Cooper
536
36.
Kingston Company
538
37.
L.E.S-.Inc
540
38.
Low Five
545
39.
Management Diversity in the Large
Corporation
550
40.
Marilyn Adams (A)
551
41.
Marilyn Adams (B)
553
42.
A Matter of Ethics
557
43.
The Mishranded Goat
561
44.
The Montville Hospital Dietary
Department
562
45.
3M s Occupational Health and
Environmental Safety Division and Their
Action Teams
567
46.
Olivia Francis
573
47.
A Particle of Evidence
575
48.
Phil Daniels
578
49.
Professional Exchange Service Organization
(PESO)
583
50.
Sandra Lee, Principal of South Heights Public
School (A)
588
51.
Sick... Again (A)
593
52.
Smokestack Village, Inc.
595
53.
ST Industries, Inc.
600
5 4.
The Virtual Environment Work Team
601
55.
The Weil-Paid Receptionist
603
56.
Western Distribution Center, Inc.
606
57.
What to Do with Bob and Nancy?
610
58.
Who s in Charge? (The Jim Davis Case)
613
Endnotes 617
|
| any_adam_object | 1 |
| author | Cohen, Allan R. Fink, Stephen L. |
| author_GND | (DE-588)1050882733 |
| author_facet | Cohen, Allan R. Fink, Stephen L. |
| author_role | aut aut |
| author_sort | Cohen, Allan R. |
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| building | Verbundindex |
| bvnumber | BV041809458 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7.E35 1995 |
| callnumber-search | HD58.7.E35 1995 |
| callnumber-sort | HD 258.7 E35 41995 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 340 |
| ctrlnum | (OCoLC)881885642 (DE-599)BVBBV041809458 |
| dewey-full | 658.420 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 20 |
| dewey-search | 658.4 20 |
| dewey-sort | 3658.4 220 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 7. ed. |
| format | Book |
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| id | DE-604.BV041809458 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T01:05:53Z |
| institution | BVB |
| isbn | 0072396709 |
| language | English |
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| publisher | McGraw-Hill Irwin |
| record_format | marc |
| spelling | Cohen, Allan R. Verfasser aut Effective behavior in organizations cases, concepts, and student experiences Allan R. Cohen ; Stephen L. Fink 7. ed. Boston [u.a.] McGraw-Hill Irwin 2001 XVI, 632 S. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s DE-604 Fink, Stephen L. Verfasser (DE-588)1050882733 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027254838&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cohen, Allan R. Fink, Stephen L. Effective behavior in organizations cases, concepts, and student experiences Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4285859-8 |
| title | Effective behavior in organizations cases, concepts, and student experiences |
| title_auth | Effective behavior in organizations cases, concepts, and student experiences |
| title_exact_search | Effective behavior in organizations cases, concepts, and student experiences |
| title_full | Effective behavior in organizations cases, concepts, and student experiences Allan R. Cohen ; Stephen L. Fink |
| title_fullStr | Effective behavior in organizations cases, concepts, and student experiences Allan R. Cohen ; Stephen L. Fink |
| title_full_unstemmed | Effective behavior in organizations cases, concepts, and student experiences Allan R. Cohen ; Stephen L. Fink |
| title_short | Effective behavior in organizations |
| title_sort | effective behavior in organizations cases concepts and student experiences |
| title_sub | cases, concepts, and student experiences |
| topic | Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Organizational behavior Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027254838&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT cohenallanr effectivebehaviorinorganizationscasesconceptsandstudentexperiences AT finkstephenl effectivebehaviorinorganizationscasesconceptsandstudentexperiences |