Understanding and Managing Organizational Behavior Hardcover - 2007

Preface xixChapter 1 Organizational Behavior and Management 2 What Is Organizational Behavior? 5 Organizational Behavior and Management 10 Challenges for Organizational Behavior and Management 16Challenge 1 Using New Information Technology to Enhance Creativity and Organizational Learning 17Challenge 2 Managing Human Resources to Increase Competitive Advantage 18Challenge 3 Developing Organizational Ethics and Well-Being 23Challenge 4 Managing a Diverse Workforce 25Challenge 5 Managing the Global Environment 28Part 1 Individuals in Organizations 40Chapter 2 Individual Differences: Personality and Ability 40 The Nature of Personality 42 The Big Five Model of Personality 46 Other Organizationally Relevant Personality Traits 53 The Nature of Ability 59 The Management of Ability in Organizations 63Chapter 3 The Experience of Work: Values, Attitudes, and Moods 71 Work Values, Attitudes, and Moods 73 Job Satisfaction 81 Theories of Job Satisfaction 85 Potential Consequences of Job Satisfaction 91 Organizational Commitment 97Chapter 4 Perception, Attribution, and the Management of Diversity 105 The Nature of Perception 108 Characteristics of the Perceiver 111 Characteristics of the Target and Situation 115 Biases and Problems in Person Perception 122 Attribution Theory 130 Effectively Managing a Diverse Workforce 133Chapter 5 Learning in Organizations 146 The Nature of Learning 149 Operant Conditioning: Increasing the Probability of Desired Behaviors 149 Operant Conditioning: Reducing the Probability of Undesired Behaviors 157 Operant Conditioning in Practice: Organizational Behavior Modification 161 Social Learning Theory 164 The Learning Organization 171Chapter 6 The Nature of Work Motivation 179 What Is Work Motivation? 181 Why People Do What They Do: Theories of Work Motivation 186 Need Theory 189 Expectancy Theory 193 Equity Theory 199 Procedural Justice Theory 201Chapter 7 Motivation Tools I: Job Design and Goal Setting 210 Job Design: Early Approaches 213 Job Design: The Job Characteristics Model 218 Job Design: The Social Information Processing Model 229 Job Design Models Summarized 232 Goal Setting 234 Goal Setting and Job Design as Motivation Tools 239Chapter 8 Motivation Tools II: Performance Appraisal, Pay, and Careers 245 The Role of Performance Appraisal in Motivation 248 Pay as a Motivation Tool 258 Motivation Through Career Opportunities 265 Contemporary Career Challenges 270Chapter 9 Stress and Work-Life Linkages 281 The Nature of Stress 284 Sources of Stress 292 Coping with Stress 300Part 2 Groups and Organizational Processes 320Chapter 10 The Nature of Work Groups and Teams 320 Introduction to Groups 323 Characteristics of Work Groups 328 How Groups Control Their Members: Roles and Rules 334 How Groups Control Their Members: Group Norms 337 Socialization: How Group Members Learn Roles, Rules, and Norms 344Chapter 11 Effective Work Groups and Teams 355 Process Losses, Process Gains, and Group Effectiveness 357 Social Loafing: A Problem in Group Motivation and Performance 362 Group Tasks and Group Performance: Thompson's Model of Task Interdependence 365 Group Cohesiveness and Group Performance 370 Important Organizational Groups 374Chapter 12 Leadership 387 Introduction to Leadership 390 Early Approaches to Leadership 391 Fiedler's Contingency Theory of Leadership 398 Contemporary Perspectives on Leadership 403 Does Leadership Always Matter in Organizations? 412 New Topics in Leadership Research 415 Recap of Leadership Approaches 421Chapter 13 Communication 428 What Is Communication? 431 The Functions of Communication 433 The Communication Process 436 Selecting an Appropriate Communication Medium: Information Richness and New Information Technologies 445 Communication Networks in Organizations 455Chapter 14 Decision Making 464 Types of Decisions 466 The Decision-Making Process 469 Sources of Error in Decision Making 473 Group Decision Making 479 Group Decision-Making Techniques 485 Creativity 489Part 3 Intergroup Relations and the Organizational Context 505Chapter 15 Organizational Structure and Culture 505 Organizational Structure, Culture, and Design 508 Differentiation: Grouping Organizational Activities 509 Integration: Mechanisms for Increasing Coordination 519 What Is Organizational Culture? 530Chapter 16 Determinants of Organization Structure and Culture 544 The Organization's Environment 546 The Organization's Technology and Tasks 554 The Organization's Strategy 562Chapter 17 Managing Global Organizations 576 Developing Global Understanding 578 Managing the Global Environment 586 Global Strategy and Structure 591 Managing Global Human Resources 601Chapter 18 Power, Politics, and Conflict 612 The Nature of Power and Politics 614 Sources of Individual Power 616 Sources of Functional and Divisional Power 620 Organizational Politics: The Use of Power 623 What Is Organizational Conflict? 626 Pondy's Model of Organizational Conflict 630 Conflict Management Techniques 633Chapter 19 Organizational Change and Development 643 Forces for and Resistance to Organizational Change 645 Organization-Level Resistance to Change 649 Evolutionary and Revolutionary Change in Organizations 653 Managing Change: Action Research 661 Organizational Development 666 Appendix 679 References 689 Photo Credits 716 Name Index 717 Company Index 718 Subject Index 720