Organizational behavior: an evidence-based approach
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| Main Authors: | , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Charlotte, North Carolina
IAP, Information Age Publishing, Inc.
[2021]
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| Edition: | Fourteenth edition |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | xx, 515 Seiten Illustrationen, Diagramme |
| ISBN: | 9781648021268 9781648021251 |
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MARC
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| 245 | 1 | 0 | |a Organizational behavior |b an evidence-based approach |c Fred Luthans (George Holmes Distinguished Professor of Management, Emeritus, University of Nebraska), Brett C. Luthans (Professor, Craig School of Business, Missouri Western State University), Kyle W. Luthans (John Becker Endowed Professor of Business, Chair, Management Department, University of Nebraska at Kearney) |
| 250 | |a Fourteenth edition | ||
| 264 | 1 | |a Charlotte, North Carolina |b IAP, Information Age Publishing, Inc. |c [2021] | |
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Record in the Search Index
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CONTENTS About the Authors. v Preface . xvii PARTI ! ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT . 1 Chapter 1 Introduction to Organizational Behavior; An Evidence-Based Approach. 2 Learning Objectives . 2 The Challenges Facing Management . 3 OB in Action: Some Things Never Really Change . 4 Undergoing a Paradigm Shift . 5 A New Perspective for Management . 6 Evidence-Based Management. 7 Historical Background; The Hawthorne Studies . 9 The Illumination Studies: A Serendipitous
Discovery. 9 Subsequent Phases of the Hawthorne Studies . 10 Implications of the Hawthorne Studies . 11 Research Methodology to Determine Valid Evidence . 11 The Overall Scientific Perspective. 12 Starting With Theory . 13 The Use of Research Designs. 14 TheValidityofStudies . 14 Defining Organizational Behavior . 15 Theoretical Foundation for Organizational Behavior . 15 Cognitive Framework. 16 Behavioristic
Framework. 17 Social Cognitive Framework . 18 The Conceptual Framework for the Text . 19 Summary. 20 Questions for Discussion and Review . 21 Organizational Behavior Case: How Is This Sniff Going to Help Me? . 22 Organizational Behavior Case: Too Nice to People. 22 Organizational Behavior Case: Conceptual Model—Dream or Reality?. 23 Chapter 2 r Environmental Context; Globalization, Diversity, and Ethics. 24 Learning Objectives . 24 Globalization. 24 Diversity in the
Workplace. 26 Reasons for the Emergence of Diversity . 27 Developing the Multicultural Organization. 29 Individual Approaches to Managing Diversity . 31 Organizational Approaches to Managing Diversity. 33 Ethics and Ethical Behavior in Organizations . 38 The Impact of Ethics on “Bottom-Line” Outcomes. 40 Summary. 41 Questions for Discussion and Review . 41 Organizational Behavior Case: How Far-Reaching Are Globalization and Technology. 42 Organizational Behavior Case: 1 Want Out . 42 Organizational Behavior Case: Changing With the Times. 43 ix
x CONTENTS Chapter 3 Organizational Context: Design and Culture. 44 Learning Objectives . 44 The Organizational Theory Foundation . 44 Historical Roots . 45 Modem Theoretical Foundation. 45 What Is Meant by a Learning Organization?. 46 Organizational Behavior in the Learning Organization.47 Learning Organizations in Action . 48 Modem Organization Designs. 49 Horizontal Organizations . 50 Contemporary Designs: Hollow and Modular. 51 Network Designs
. 52 The Virtual Organization . 54 The Organizational Culture Context. 55 Definition and Characteristics . 56 Uniformity of Culture. 58 Creating and Maintaining a Culture . 60 How Organizational Cultures Start . 60 Maintaining Cultures Through Steps of Socialization. 62 Changing Organizational Culture. 65 Summary . 68 Questions for Discussion and Review. 69
Organizational Behavior Case: The Outdated Structure. 70 Organizational Behavior Case: Keeping Things the Same. 70 Organizational Behavior Case: Out With the Old, In With the New . 71 Chapter 4 Organizational Context: Reward Systems. . Learning Objectives . Pay: The Dominant Organizational Reward. The Theoretical Background on Money as a Reward . Research on the Effectiveness of Pay. Traditional Methods of Administering Pay . Base Pay Approach. Pay for Performance. New Pay Techniques
. Recognition as an Organizational Reward . Recognition Versus Money . Examples of Effective Formal Recognition Systems. OB in Action: Some Easy Ways to Recognize Employees. Benefits as Organizational Rewards . Traditionally Offered Benefits . Newer Types of Benefits . Summary. Questions for Discussion and Review. Real Case: Rewarding Teamwork in the Piains . Real Case: Different Strokes for Different Folks
. Organizational Behavior Case: Huge Benefits, Little Understanding or Use. Experientiai Exercises for Part One . 72 72 73 73 75 77 77 78 83 84 84 86 89 90 90 92 95 96 96 97 98 99
CONTENTS PART 2 COGNITIVE PROCESS OF ORGANIZATIONAL BEHAVIOR xi .101 Chapters Personality, Perception, and Employee Attitudes. Learning Objectives . The Meaning of Personalit)' . The Role of Heredity and the Brain . Self-Esteem . Person-Situation Interaction. The Socialization Process. The “Big Five” Personality Traits . Myers-Briggs Type Indicator (MBTI). The Perception Process. Sensation Versus Perception
. Subprocesses of Perception . Social Perception. Characteristics of Perceiver and Perceived . Stereotyping. The Halo Effect . Work-Related Attitudes: PA/NA . Employee Attitudes. What Is Meant by Job Satisfaction?. Influences on Job Satisfaction . Outcomes of Job Satisfaction. Organizational Commitment
. The Meaning of Organizational Commitment. The Outcomes of Organizational Commitment. Guidelines to Enhance Organizational Commitment. Organizational Citizenship Behaviors (OCBs) . Summary. Questions for Discussion and Review . Organizational Behavior Case: Ken Leaves the Company. 102 102 102 103 105 106 107 108 110 112 112 113 114 115 Î16 116 117 118 118 119 121 124 124 126 126 126 127 129 130 Chapter 6 Motivational Needs, Processes, and Applications . Learning Objectives . The Basic Motivation Process. Primary
Motives. Secondary Motives. Intrinsic Versus Extrinsic Motives. Work-Motivation Theories. Maslow’s Hierarchy ofNeeds: An Important Historical Contribution . Herzberg’s Two-Factor Theory of Motivation. The Porter-Lawler Expectancy Theory of Work Motivation. Equity Theory of Work Motivation . The Relationship Between Equity Theory and Organizational Justice . Attribution Theory . Other Work Motivation Theories: Control and Agency . Motivational Application Through Job Design . Job
Rotation. Job Enlargement. Job Enrichment. 131 131 131 132 133 134 135 136 139 141 144 146 147 151 152 1^3 153 154
xii CONTENTS The Job Characteristics Approach to Task Design. Practical Guidelines for Redesigning Jobs. Motivational Application Through Goal Setting. Theoretical Understanding of Goal Setting . Research Evidence on the Impact of Goal Setting. OB in Action: Using Stretch Goals. Other Performance Management Application Techniques Associated With Goal Setting . Impact on the Psychological Contract . Summary. Questions for Discussion and Review. Real Case: Making It a Nice Place to Work. Organizational Behavior Case: What Do They Want?. Organizational Behavior Case:
Tom, Dick, and Harry. Organizational Behavior Case: The Rubber Chicken Award. Organizational Behavior Case: Specific Goals for Human Service . Chapter 7 - Positive Organizational Behavior and Psychological Capital. . Learning Objectives . Positive Psychology . Seif-Efficacy/Confidence . The Theoretical Background and Meaning of Efficacy. Specific Versus General Self-Efficacy. The Process and Impact of Seif-Efficacy. Sources of Efficacy. Implications for Efficacy in the Workplace and POB .
Optimism. The Dimensions of Optimism . Optimism in the Workplace . OB in Action: “Half-Empty'’or'Half-Full”. Hope . Resiliency . Psychological Capital (PsyCap) . Background and Research on PsyCap . PsyCap Development. Other Positive Constructs . Happiness or Subjective Well-Being (SWB). The Background
on SWB. Emotional Intelligence (El) . The Role of Intelligence. Emotional Intelligence . Summary. Questions for Discussion and Review. Real Case: High Tech—High Fear. Organizational Behavior Case: People Problems at HEI . Experiential Exercises for Part Two . PART 3 154 156 158 158 159 160 162 164 164 166 167 168 168 169 170 171 171 172 174 174 175 177 178 180 184 185 187 188 189 191 192 193 194 195 196 197 199 202 205 207 210 211 212 213 DYNAMICS OP ORGANIZATIONAL BEHAVIOR.219 Chapter 8 Communication and Decision Making
. 220 Learning Objectives . 220
CONTENTS xiii Background of the Role of Communication. 221 The Definition of Communication . 221 Nonverbal Communication . 222 Body Language and Paralanguage . 222 Improving Nonverbal Effectiveness . 223 OB in Action: Nonverbal and Verbal Communication . 224 Interpersonal Communication .225 Importance of How to Talk to Others .225 The Importance of Feedback. 226 Other Important Variables in Interpersonal Communication .228 Interactive Communication in Organizations.228 The Extent and Implications of Interactive
Communication.229 The Purposes and Methods of Interactive Communication. 229 The Decision-Making Process .231 Behaviora! Decision Making .232 Decision Rationality .233 Decision-Making Styles .234 Participative Decision-Making Techniques. 236 Creativity and Group Decision Making. 237 The Process of Creativity . 237 Psychological Definition and Analysis of Creativity . 238 Creativity Techniques for Management Decision Making . 239 OB in Action: Creative Decision Making to Eliminate Downsizing. 240 Group
Decision Making . 241 Summary . 243 Questions for Discussion and Review . 243 Organizational Behavior Case: Doing My Own Thing . 244 Organizational Behavior Case: Bad Brakes. 244 Organizational Behavior Case: Harry Smart—Or Is He? .245 Chapter 9 Stress and Conflict . 246 Learning Objectives . 146 The Emergence of Stress .246 Contemporary Environment Demands .246 What Stress Is, and Is Not.247 What About
Burnout? .249 The Causes of Stress.249 Extraorganizational Stressors . 250 Organizational Stressors . 251 Group Stressors.252 Individual Stressors: The Role of Dispositions. 254 Intraindividual Conflict . 258 Conflict Due to Frustration .258 Goal Conflict. 260 Role Conflict and Ambiguity . 261 Interactive
Conflict.262 Interpersonal Conflict .262 Intergroup Behavior and Conflict .263 The Effects of Stress and Intraindividual Conflict. 264 Physical Problems Due to Stress and Conflict . 265
xiv CONTENTS Psychological Problems Due to Stress and Conflict . 266 Behavioral Problems Due to Stress and Conflict. 266 Coping Strategies for Stress and Conflict.267 OB in Action: Taking Time to Manage Time .267 Individuai Coping Strategies. 268 Organization! Coping Strategies . 270 Negotiation Skills: Going Beyond Conflict Management. 272 Traditiona! Negotiation Approaches . 272 Contemporary Negotiation Skills .273 Summary.275 Questions for Discussion and Review .276 Real Case: Round-the-Clock-
Stress. 277 Organizational Behavior Case: Sorry, No Seats Are Left; Have a Nice Flight.278 Organizational Behavior Case: A Gnawing Stomach Ache. 278 Chapter W Power and Politics . .280 Learning Objectives . 280 The Meaning of Power. 281 The Distinctions Among Power, Authority, and Influence.281 The Classifications of Power.282 Contingency Approaches to Power. 287 OB in Action: Taking as Long as It Takes.289 The Special Case of Empowerment.291 The Complexity of Empowerment
.291 Innovation Implications.292 Putting Empowerment Into Action .293 Political Implications of Power . 294 OB in Action: Empowerment and Trust. 295 A Political Perspective of Power in Organizations . 296 Specific Political Strategies for Power Acquisition. 297 A Final Word on Power and Poiitics.302 Summary.303 Questions for Discussion and Review .304 Real Case: Fighting Back. 304 Organizational Behavior Case: Throwing Away a Golden
Opportunity.305 Chapter 11 Groups and Teams. 307 Learning Objectives .307 The Nature of Groups.307 The Meaning of a Group and Group Dynamics. 308 The Dynamics of Group Formation. 308 Types of Groups.311 Implications From Research on Group and Team Dynamics . 313 Group/Team Effectiveness . 315 The Dynamics of Informai Groups.316 Nonns and Roles in Informal Groups .316 The Informal Organization
.317 The Dysfunctions of Groups and Teams .317 Norm Violation and Role Ambiguity/Conflict . 317 The Groupthink, Conformity Problem.318
CONTENTS xv Risky Shift Phenomenon . Dysfunctions in Perspective. Socia) Loafing . Work Teams . The Nature of a Team. OB in Action: Greater Productivity Through Cross-Functional Teams. Cross-Functional Teams. Virtual Teams. Self-Managed Teams . How to Make Teams More Effective. Summary. Questions for Discussion
and Review . Rea) Case: There Are Teams, and There Are Teams . Organizational Behavior Case: The Schoolboy Rookie. Organizational Behavior Case: The Blue-Ribbon Committee . Experiential Exercises for Part Three. PART 4 319 319 320 321 321 322 323 323 324 325 329 329 330 331 332 333 MANAGING AND LEADING FOR HIGH PERFORMANCE .341 Chapter 12 Behavioral Performance Management. Learning Objectives . Learning Theory Background. Behavioristic Theories. Cognitive Theories. Social Learning and Social Cognitive Theory. Principles of Learning:
Reinforcement and Punishment . Laws of Behavior. Critique of Reinforcement Theory. Reinforcement as Used in Behavioral Management . Positive and Negative Reinforcers. The Use of Punishment . The Role of Organizational Reward Systems. Analysis of Money as a Remforcer . Nonfinancial Rewards . Behavioral Performance Management, or O.B. MOD. Step 1: Identification of Performance Behaviors. Step 2: Measurement of the Behavior . Step 3: Functional Analysis of the Behavior
. Step 4: Development of an Intervention Strategy . OB in Action: Functional Analysis in Action. Step 5: Evaluation to Ensure Performance Improvement . Application of Behavioral Management . Manufacturing Versus Service Applications . Summary. Questions for Discussion and Review . Organizational Behavior Case: Contrasting Styles. Organizational Behavior Case: Volunteers Can’t Be Punished . Organizational Behavior Case: Up the Piece Rate . Organizational Behavior Case: A Tardiness Problem . 342 342 343 343 345 346 348 348 349 350 351 351 353 354 355 359 359 363 364 365 366 368 368 370 371 371 372
373 373 374
xvi CONTENTS Chapter 13 Effective Leadership Processes.375 Learning Objectives . 375 What Is Leadership? . - 375 The Historically Important Studies on Leadership. 377 The Iowa Leadership Studies.- 378 The Ohio State Leadership Studies .378 The Early Michigan Leadership Studies . 379 Traditional Theories of Leadership . 380 Trait Theories of Leadership. 381 From Traits to States and Skills Development .381 Group and Exchange Theories of Leadership . 382 The Leader-Member
Exchange (LMX) Model. 384 Contingency Theory of Leadership.385 Path-Goal Leadership Theory . 387 Modem Theoretical Processes of Leadership. 390 Charismatic Leadership Theories . 390 Transformational Leadership Theory .391 Substitutes for Leadership. 394 Authentic Leadership.395 Leadership Across Cultures. 396 Project GLOBE and the Future of International Leadership Studies . 398 OB in Action: How Business Leaders Communicate Across Cultures . 399
Summary.401 Questions for Discussion and Review .402 Chapter 14 ֊ Great Leaders: Ao Evidence-Based Approach. 403 Learning Objectives .403 Leadership in the New Environment .404 Leadership Styles .405 Style Implications of the Classic Studies and the Modem Theories. 406 Classic Styles.409 Leadership Styles in Perspective. 410 An Evidence-Based Positive, Authentic Leadership Style. 411 The Roles and Activities of Leadership. 413 Leader/Manager
Roles.413 Activities of Successful and Effective Leaders: The Real Managers Study.415 Leadership Skills .421 What Skills Do Leaders Need? . 422 Traditional Leadership Development Programs .424 Contemporary Leadership Development Approaches. 426 Other Indirect Techniques for Developing Leadership Effectiveness.427 Summary. 429 Questions for Discussion and Review . 430 Organizational Behavior Case: The Puppet .431 Experientiai Exercises for Part Four.432 Footnote Reference s and Supplemental
Readings. . 439 References for Application Boxes and Rea! Cases. 514 |
| adam_txt |
CONTENTS About the Authors. v Preface . xvii PARTI ! ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT . 1 Chapter 1 Introduction to Organizational Behavior; An Evidence-Based Approach. 2 Learning Objectives . 2 The Challenges Facing Management . 3 OB in Action: Some Things Never Really Change . 4 Undergoing a Paradigm Shift . 5 A New Perspective for Management . 6 Evidence-Based Management. 7 Historical Background; The Hawthorne Studies . 9 The Illumination Studies: A Serendipitous
Discovery. 9 Subsequent Phases of the Hawthorne Studies . 10 Implications of the Hawthorne Studies . 11 Research Methodology to Determine Valid Evidence . 11 The Overall Scientific Perspective. 12 Starting With Theory . 13 The Use of Research Designs. 14 TheValidityofStudies . 14 Defining Organizational Behavior . 15 Theoretical Foundation for Organizational Behavior . 15 Cognitive Framework. 16 Behavioristic
Framework. 17 Social Cognitive Framework . 18 The Conceptual Framework for the Text . 19 Summary. 20 Questions for Discussion and Review . 21 Organizational Behavior Case: How Is This Sniff Going to Help Me? . 22 Organizational Behavior Case: Too Nice to People. 22 Organizational Behavior Case: Conceptual Model—Dream or Reality?. 23 Chapter 2 r Environmental Context; Globalization, Diversity, and Ethics. 24 Learning Objectives . 24 Globalization. 24 Diversity in the
Workplace. 26 Reasons for the Emergence of Diversity . 27 Developing the Multicultural Organization. 29 Individual Approaches to Managing Diversity . 31 Organizational Approaches to Managing Diversity. 33 Ethics and Ethical Behavior in Organizations . 38 The Impact of Ethics on “Bottom-Line” Outcomes. 40 Summary. 41 Questions for Discussion and Review . 41 Organizational Behavior Case: How Far-Reaching Are Globalization and Technology. 42 Organizational Behavior Case: 1 Want Out . 42 Organizational Behavior Case: Changing With the Times. 43 ix
x CONTENTS Chapter 3 Organizational Context: Design and Culture. 44 Learning Objectives . 44 The Organizational Theory Foundation . 44 Historical Roots . 45 Modem Theoretical Foundation. 45 What Is Meant by a Learning Organization?. 46 Organizational Behavior in the Learning Organization.47 Learning Organizations in Action . 48 Modem Organization Designs. 49 Horizontal Organizations . 50 Contemporary Designs: Hollow and Modular. 51 Network Designs
. 52 The Virtual Organization . 54 The Organizational Culture Context. 55 Definition and Characteristics . 56 Uniformity of Culture. 58 Creating and Maintaining a Culture . 60 How Organizational Cultures Start . 60 Maintaining Cultures Through Steps of Socialization. 62 Changing Organizational Culture. 65 Summary . 68 Questions for Discussion and Review. 69
Organizational Behavior Case: The Outdated Structure. 70 Organizational Behavior Case: Keeping Things the Same. 70 Organizational Behavior Case: Out With the Old, In With the New . 71 Chapter 4 Organizational Context: Reward Systems. . Learning Objectives . Pay: The Dominant Organizational Reward. The Theoretical Background on Money as a Reward . Research on the Effectiveness of Pay. Traditional Methods of Administering Pay . Base Pay Approach. Pay for Performance. New Pay Techniques
. Recognition as an Organizational Reward . Recognition Versus Money . Examples of Effective Formal Recognition Systems. OB in Action: Some Easy Ways to Recognize Employees. Benefits as Organizational Rewards . Traditionally Offered Benefits . Newer Types of Benefits . Summary. Questions for Discussion and Review. Real Case: Rewarding Teamwork in the Piains . Real Case: Different Strokes for Different Folks
. Organizational Behavior Case: Huge Benefits, Little Understanding or Use. Experientiai Exercises for Part One . 72 72 73 73 75 77 77 78 83 84 84 86 89 90 90 92 95 96 96 97 98 99
CONTENTS PART 2 COGNITIVE PROCESS OF ORGANIZATIONAL BEHAVIOR xi .101 Chapters Personality, Perception, and Employee Attitudes. Learning Objectives . The Meaning of Personalit)' . The Role of Heredity and the Brain . Self-Esteem . Person-Situation Interaction. The Socialization Process. The “Big Five” Personality Traits . Myers-Briggs Type Indicator (MBTI). The Perception Process. Sensation Versus Perception
. Subprocesses of Perception . Social Perception. Characteristics of Perceiver and Perceived . Stereotyping. The Halo Effect . Work-Related Attitudes: PA/NA . Employee Attitudes. What Is Meant by Job Satisfaction?. Influences on Job Satisfaction . Outcomes of Job Satisfaction. Organizational Commitment
. The Meaning of Organizational Commitment. The Outcomes of Organizational Commitment. Guidelines to Enhance Organizational Commitment. Organizational Citizenship Behaviors (OCBs) . Summary. Questions for Discussion and Review . Organizational Behavior Case: Ken Leaves the Company. 102 102 102 103 105 106 107 108 110 112 112 113 114 115 Î16 116 117 118 118 119 121 124 124 126 126 126 127 129 130 Chapter 6 Motivational Needs, Processes, and Applications . Learning Objectives . The Basic Motivation Process. Primary
Motives. Secondary Motives. Intrinsic Versus Extrinsic Motives. Work-Motivation Theories. Maslow’s Hierarchy ofNeeds: An Important Historical Contribution . Herzberg’s Two-Factor Theory of Motivation. The Porter-Lawler Expectancy Theory of Work Motivation. Equity Theory of Work Motivation . The Relationship Between Equity Theory and Organizational Justice . Attribution Theory . Other Work Motivation Theories: Control and Agency . Motivational Application Through Job Design . Job
Rotation. Job Enlargement. Job Enrichment. 131 131 131 132 133 134 135 136 139 141 144 146 147 151 152 1^3 153 154
xii CONTENTS The Job Characteristics Approach to Task Design. Practical Guidelines for Redesigning Jobs. Motivational Application Through Goal Setting. Theoretical Understanding of Goal Setting . Research Evidence on the Impact of Goal Setting. OB in Action: Using Stretch Goals. Other Performance Management Application Techniques Associated With Goal Setting . Impact on the Psychological Contract . Summary. Questions for Discussion and Review. Real Case: Making It a Nice Place to Work. Organizational Behavior Case: What Do They Want?. Organizational Behavior Case:
Tom, Dick, and Harry. Organizational Behavior Case: The Rubber Chicken Award. Organizational Behavior Case: Specific Goals for Human Service . Chapter 7 - Positive Organizational Behavior and Psychological Capital. . Learning Objectives . Positive Psychology . Seif-Efficacy/Confidence . The Theoretical Background and Meaning of Efficacy. Specific Versus General Self-Efficacy. The Process and Impact of Seif-Efficacy. Sources of Efficacy. Implications for Efficacy in the Workplace and POB .
Optimism. The Dimensions of Optimism . Optimism in the Workplace . OB in Action: “Half-Empty'’or'Half-Full”. Hope . Resiliency . Psychological Capital (PsyCap) . Background and Research on PsyCap . PsyCap Development. Other Positive Constructs . Happiness or Subjective Well-Being (SWB). The Background
on SWB. Emotional Intelligence (El) . The Role of Intelligence. Emotional Intelligence . Summary. Questions for Discussion and Review. Real Case: High Tech—High Fear. Organizational Behavior Case: People Problems at HEI . Experiential Exercises for Part Two . PART 3 154 156 158 158 159 160 162 164 164 166 167 168 168 169 170 171 171 172 174 174 175 177 178 180 184 185 187 188 189 191 192 193 194 195 196 197 199 202 205 207 210 211 212 213 DYNAMICS OP ORGANIZATIONAL BEHAVIOR.219 Chapter 8 Communication and Decision Making
. 220 Learning Objectives . 220
CONTENTS xiii Background of the Role of Communication. 221 The Definition of Communication . 221 Nonverbal Communication . 222 Body Language and Paralanguage . 222 Improving Nonverbal Effectiveness . 223 OB in Action: Nonverbal and Verbal Communication . 224 Interpersonal Communication .225 Importance of How to Talk to Others .225 The Importance of Feedback. 226 Other Important Variables in Interpersonal Communication .228 Interactive Communication in Organizations.228 The Extent and Implications of Interactive
Communication.229 The Purposes and Methods of Interactive Communication. 229 The Decision-Making Process .231 Behaviora! Decision Making .232 Decision Rationality .233 Decision-Making Styles .234 Participative Decision-Making Techniques. 236 Creativity and Group Decision Making. 237 The Process of Creativity . 237 Psychological Definition and Analysis of Creativity . 238 Creativity Techniques for Management Decision Making . 239 OB in Action: Creative Decision Making to Eliminate Downsizing. 240 Group
Decision Making . 241 Summary . 243 Questions for Discussion and Review . 243 Organizational Behavior Case: Doing My Own Thing . 244 Organizational Behavior Case: Bad Brakes. 244 Organizational Behavior Case: Harry Smart—Or Is He? .245 Chapter 9 Stress and Conflict . 246 Learning Objectives . 146 The Emergence of Stress .246 Contemporary Environment Demands .246 What Stress Is, and Is Not.247 What About
Burnout? .249 The Causes of Stress.249 Extraorganizational Stressors . 250 Organizational Stressors . 251 Group Stressors.252 Individual Stressors: The Role of Dispositions. 254 Intraindividual Conflict . 258 Conflict Due to Frustration .258 Goal Conflict. 260 Role Conflict and Ambiguity . 261 Interactive
Conflict.262 Interpersonal Conflict .262 Intergroup Behavior and Conflict .263 The Effects of Stress and Intraindividual Conflict. 264 Physical Problems Due to Stress and Conflict . 265
xiv CONTENTS Psychological Problems Due to Stress and Conflict . 266 Behavioral Problems Due to Stress and Conflict. 266 Coping Strategies for Stress and Conflict.267 OB in Action: Taking Time to Manage Time .267 Individuai Coping Strategies. 268 Organization! Coping Strategies . 270 Negotiation Skills: Going Beyond Conflict Management. 272 Traditiona! Negotiation Approaches . 272 Contemporary Negotiation Skills .273 Summary.275 Questions for Discussion and Review .276 Real Case: Round-the-Clock-
Stress. 277 Organizational Behavior Case: Sorry, No Seats Are Left; Have a Nice Flight.278 Organizational Behavior Case: A Gnawing Stomach Ache. 278 Chapter W Power and Politics . .280 Learning Objectives . 280 The Meaning of Power. 281 The Distinctions Among Power, Authority, and Influence.281 The Classifications of Power.282 Contingency Approaches to Power. 287 OB in Action: Taking as Long as It Takes.289 The Special Case of Empowerment.291 The Complexity of Empowerment
.291 Innovation Implications.292 Putting Empowerment Into Action .293 Political Implications of Power . 294 OB in Action: Empowerment and Trust. 295 A Political Perspective of Power in Organizations . 296 Specific Political Strategies for Power Acquisition. 297 A Final Word on Power and Poiitics.302 Summary.303 Questions for Discussion and Review .304 Real Case: Fighting Back. 304 Organizational Behavior Case: Throwing Away a Golden
Opportunity.305 Chapter 11 Groups and Teams. 307 Learning Objectives .307 The Nature of Groups.307 The Meaning of a Group and Group Dynamics. 308 The Dynamics of Group Formation. 308 Types of Groups.311 Implications From Research on Group and Team Dynamics . 313 Group/Team Effectiveness . 315 The Dynamics of Informai Groups.316 Nonns and Roles in Informal Groups .316 The Informal Organization
.317 The Dysfunctions of Groups and Teams .317 Norm Violation and Role Ambiguity/Conflict . 317 The Groupthink, Conformity Problem.318
CONTENTS xv Risky Shift Phenomenon . Dysfunctions in Perspective. Socia) Loafing . Work Teams . The Nature of a Team. OB in Action: Greater Productivity Through Cross-Functional Teams. Cross-Functional Teams. Virtual Teams. Self-Managed Teams . How to Make Teams More Effective. Summary. Questions for Discussion
and Review . Rea) Case: There Are Teams, and There Are Teams . Organizational Behavior Case: The Schoolboy Rookie. Organizational Behavior Case: The Blue-Ribbon Committee . Experiential Exercises for Part Three. PART 4 319 319 320 321 321 322 323 323 324 325 329 329 330 331 332 333 MANAGING AND LEADING FOR HIGH PERFORMANCE .341 Chapter 12 Behavioral Performance Management. Learning Objectives . Learning Theory Background. Behavioristic Theories. Cognitive Theories. Social Learning and Social Cognitive Theory. Principles of Learning:
Reinforcement and Punishment . Laws of Behavior. Critique of Reinforcement Theory. Reinforcement as Used in Behavioral Management . Positive and Negative Reinforcers. The Use of Punishment . The Role of Organizational Reward Systems. Analysis of Money as a Remforcer . Nonfinancial Rewards . Behavioral Performance Management, or O.B. MOD. Step 1: Identification of Performance Behaviors. Step 2: Measurement of the Behavior . Step 3: Functional Analysis of the Behavior
. Step 4: Development of an Intervention Strategy . OB in Action: Functional Analysis in Action. Step 5: Evaluation to Ensure Performance Improvement . Application of Behavioral Management . Manufacturing Versus Service Applications . Summary. Questions for Discussion and Review . Organizational Behavior Case: Contrasting Styles. Organizational Behavior Case: Volunteers Can’t Be Punished . Organizational Behavior Case: Up the Piece Rate . Organizational Behavior Case: A Tardiness Problem . 342 342 343 343 345 346 348 348 349 350 351 351 353 354 355 359 359 363 364 365 366 368 368 370 371 371 372
373 373 374
xvi CONTENTS Chapter 13 Effective Leadership Processes.375 Learning Objectives . 375 What Is Leadership? . - 375 The Historically Important Studies on Leadership. 377 The Iowa Leadership Studies.- 378 The Ohio State Leadership Studies .378 The Early Michigan Leadership Studies . 379 Traditional Theories of Leadership . 380 Trait Theories of Leadership. 381 From Traits to States and Skills Development .381 Group and Exchange Theories of Leadership . 382 The Leader-Member
Exchange (LMX) Model. 384 Contingency Theory of Leadership.385 Path-Goal Leadership Theory . 387 Modem Theoretical Processes of Leadership. 390 Charismatic Leadership Theories . 390 Transformational Leadership Theory .391 Substitutes for Leadership. 394 Authentic Leadership.395 Leadership Across Cultures. 396 Project GLOBE and the Future of International Leadership Studies . 398 OB in Action: How Business Leaders Communicate Across Cultures . 399
Summary.401 Questions for Discussion and Review .402 Chapter 14 ֊ Great Leaders: Ao Evidence-Based Approach. 403 Learning Objectives .403 Leadership in the New Environment .404 Leadership Styles .405 Style Implications of the Classic Studies and the Modem Theories. 406 Classic Styles.409 Leadership Styles in Perspective. 410 An Evidence-Based Positive, Authentic Leadership Style. 411 The Roles and Activities of Leadership. 413 Leader/Manager
Roles.413 Activities of Successful and Effective Leaders: The Real Managers Study.415 Leadership Skills .421 What Skills Do Leaders Need? . 422 Traditional Leadership Development Programs .424 Contemporary Leadership Development Approaches. 426 Other Indirect Techniques for Developing Leadership Effectiveness.427 Summary. 429 Questions for Discussion and Review . 430 Organizational Behavior Case: The Puppet .431 Experientiai Exercises for Part Four.432 Footnote Reference s and Supplemental
Readings. . 439 References for Application Boxes and Rea! Cases. 514 |
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| author | Luthans, Fred 1939- Luthans, Brett C. Luthans, Kyle W. |
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| author_facet | Luthans, Fred 1939- Luthans, Brett C. Luthans, Kyle W. |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Fourteenth edition |
| format | Book |
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| id | DE-604.BV047359820 |
| illustrated | Illustrated |
| index_date | 2024-07-03T17:40:48Z |
| indexdate | 2025-03-25T11:01:04Z |
| institution | BVB |
| isbn | 9781648021268 9781648021251 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032761839 |
| oclc_num | 1192509172 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-473 DE-BY-UBG DE-188 |
| owner_facet | DE-355 DE-BY-UBR DE-473 DE-BY-UBG DE-188 |
| physical | xx, 515 Seiten Illustrationen, Diagramme |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | IAP, Information Age Publishing, Inc. |
| record_format | marc |
| spelling | Luthans, Fred 1939- Verfasser (DE-588)170131327 aut Organizational behavior an evidence-based approach Fred Luthans (George Holmes Distinguished Professor of Management, Emeritus, University of Nebraska), Brett C. Luthans (Professor, Craig School of Business, Missouri Western State University), Kyle W. Luthans (John Becker Endowed Professor of Business, Chair, Management Department, University of Nebraska at Kearney) Fourteenth edition Charlotte, North Carolina IAP, Information Age Publishing, Inc. [2021] © 2021 xx, 515 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten Organizational behavior. Organisationsverhalten (DE-588)4285859-8 s DE-604 Luthans, Brett C. Verfasser (DE-588)1078930414 aut Luthans, Kyle W. Verfasser (DE-588)1078930481 aut Erscheint auch als Online-Ausgabe 978-1-64802-127-5 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032761839&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Luthans, Fred 1939- Luthans, Brett C. Luthans, Kyle W. Organizational behavior an evidence-based approach Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4285859-8 |
| title | Organizational behavior an evidence-based approach |
| title_auth | Organizational behavior an evidence-based approach |
| title_exact_search | Organizational behavior an evidence-based approach |
| title_exact_search_txtP | Organizational behavior an evidence-based approach |
| title_full | Organizational behavior an evidence-based approach Fred Luthans (George Holmes Distinguished Professor of Management, Emeritus, University of Nebraska), Brett C. Luthans (Professor, Craig School of Business, Missouri Western State University), Kyle W. Luthans (John Becker Endowed Professor of Business, Chair, Management Department, University of Nebraska at Kearney) |
| title_fullStr | Organizational behavior an evidence-based approach Fred Luthans (George Holmes Distinguished Professor of Management, Emeritus, University of Nebraska), Brett C. Luthans (Professor, Craig School of Business, Missouri Western State University), Kyle W. Luthans (John Becker Endowed Professor of Business, Chair, Management Department, University of Nebraska at Kearney) |
| title_full_unstemmed | Organizational behavior an evidence-based approach Fred Luthans (George Holmes Distinguished Professor of Management, Emeritus, University of Nebraska), Brett C. Luthans (Professor, Craig School of Business, Missouri Western State University), Kyle W. Luthans (John Becker Endowed Professor of Business, Chair, Management Department, University of Nebraska at Kearney) |
| title_short | Organizational behavior |
| title_sort | organizational behavior an evidence based approach |
| title_sub | an evidence-based approach |
| topic | Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032761839&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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