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9780131183841

Human Side of Organizations

by
  • ISBN13:

    9780131183841

  • ISBN10:

    0131183842

  • Edition: 9th
  • Format: Paperback
  • Copyright: 2009-01-01
  • Publisher: Pearson College Div
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Summary

"The Human Side of Organizations" delivers complete, up-to-date, practical information on how people behave in organizations presented in a readable, easy to understand form. The vital information can be used to understand managers, peers or workers. If you work, you need this information to thrive and survive. FOCUS BOXES/Reality Checks - Bring the work world as it really is into every chapter./Question of Ethics - Presents ethical questions related to the particular chapters'material./A Global Glance - A look at an international aspect of a chapters'concepts./FYI - A new focus box for the 9e./Presents useful hints readers can apply in their daily lives.Anyone who wishes to better understand managers, peers, or workers can benefit from this book as it covers the vital skills needed to survive and thrive in an organization.

Table of Contents

PART ONE People and Work
1(114)
Work and Its Place in Life
2(26)
Organizations and Human Behavior
3(1)
What Is Organizational Behavior?
3(1)
What OB Is Not
3(1)
What Is an Organization?
4(1)
A Small Dose of OB History
4(1)
FYI Focus Box
5(1)
Industrialization---Farmers Leave the Soil
5(1)
Along Came Taylor, Gantt, and the Gilbreths
5(1)
How about the Human Side of Organizations?
6(1)
The Rise of Unions
6(1)
The Decline of Union Membership
6(1)
OB---Here to Stay?
7(1)
Reality Check: Does the Physical Work Environment Really Matter?
7(1)
A Basic Question
8(1)
What Is Work?
8(1)
Purpose
9(1)
Attitude
9(1)
Reward
9(1)
Why People Work
9(2)
Employer Theories of Work
11(1)
The Working Environment
11(1)
The Physical Work Environment
12(4)
Light
13(1)
Noise
13(1)
Temperature and Humidity
13(1)
Ventilation
14(1)
Color and Decor
14(1)
Layout
14(1)
Equipment
14(1)
Supplies
15(1)
Comfort
15(1)
Security
15(1)
Sick Buildings
15(1)
The Mental Work Environment
16(1)
The Work
16(2)
Work Pace
16(1)
Work Pace Variety
16(1)
Task Duration
17(1)
Task Variety
17(1)
Required Concentration
17(1)
Required Accuracy
17(1)
Error Visibility
17(1)
Responsibility Level
18(1)
Authority Level
18(1)
Autonomy Level
18(1)
The Managerial Style
18(1)
Coworker Influences
18(3)
You and the Mental Work Environment
21(1)
Individual and Organizational Needs
22(1)
Personal Needs Affect the Organization
22(1)
Organizations Need Order and Predictability
22(1)
Organizational Needs and Values Result in Organizational Culture
23(1)
Where Do We Go from Here?
23(1)
Summary
24(1)
Checking for Understanding
25(1)
Applications
25(2)
Experiental Exercises: Your Physical Environment
27(1)
Perception
28(24)
Introduction
29(1)
The Importance of Seeing What's Really There
29(1)
There's a Lot More to Perception Than Meets the Eye
29(1)
Preset Judgments
30(1)
Judgments Should Leave Room for Error
31(1)
Fact versus Inference
31(1)
A Consensus Definition
32(1)
An ``Actual'' Fact
32(1)
Probabilities and Certainties
32(1)
Reasonable Doubt
33(1)
The Determinants of Perception
34(1)
Hereditary Factors
35(1)
Environmental Background and Experience
35(1)
Peer Pressure
35(1)
FYI Focus Box
36(1)
Projection
36(1)
Snap Judgments
36(1)
Halo and Rusty Halo Effects
37(1)
Mental State
37(1)
A Few Fallacies
38(1)
The Fallacy of Composition
38(1)
The Fallacy of Division
38(1)
Post Hoc, Ergo Propter Hoc (The Fallacy of False Cause)
39(1)
A Question of Ethics: Being Brutally Blunt
39(1)
The Fallacy of Wishing It Were So
40(1)
Two-Valued Reasoning
40(1)
A Nine-Step Decision-Making System: A Logical Approach to Problem Solving
40(1)
Step 1: Problem Recognition
40(1)
Step 2: Problem Definition
40(2)
Step 3: Setting Objectives
42(1)
Step 4: Group Identification
42(1)
Step 5: Generation of Options
42(1)
Step 6: Evaluation of Options
43(1)
Step 7: Option Selection
43(1)
Step 8: Option Implementation
43(1)
Step 9: Decision Evaluation
44(1)
Decision Making by Intuition
44(1)
Pitfalls to Effective Decision Making
44(1)
Making Unnecessary Decisions
44(1)
Putting Out the Same Fire
45(1)
Not Considering the Cost
45(1)
Procrastination
45(1)
A Rapidly Changing Environment
45(1)
Creativity and the Individual
46(1)
What Is Creativity?
46(1)
Reality Check: Your Physical Work Environment and Creativity
46(1)
What Can Help You Become More Creative?
47(1)
Summary
47(1)
Checking for Understanding
48(1)
Applications
49(2)
Experiental Exercises: We See, But Do We Perceive
51(1)
Primary Communications
52(38)
Introduction
53(1)
The Nature of Communication
53(1)
Basic Communication Model
54(3)
A Two-Way Process
54(1)
How Messages Are Sent
54(3)
Responsibility for Effective Communication
57(1)
What Are Words Really Like?
58(1)
Are Words Things, or Are They Merely Words?
58(1)
Words as Inexact Symbols
58(1)
Reality Check: Can Shyness Be Changed?
59(1)
The Development of New Meanings
59(1)
Word Interpretation Is Affected by Doublespeak
59(1)
The Development of New Words
60(1)
Tone Affects Meaning
60(1)
Nonverbal Communication
61(1)
The Body Communicates
61(1)
Functions of Nonverbal Communication
61(2)
Types of Nonverbal Symbols
63(2)
The Eyes
63(2)
FYI Focus Box
65(12)
The Face and Head
65(2)
Gestures
67(1)
Touch
68(1)
Posture
69(5)
Territory
74(1)
Walking
75(1)
Status Symbols
76(1)
Other Communication Symbols
77(1)
Inactivity Silently Says a Lot
77(1)
Even Your Voice Has Feelings
77(1)
The Use of Time
78(1)
A Global Glance: NVC Around the World
79(1)
Types of Communication
79(1)
Formal and Informal Communication
79(2)
Communications Come from Many Directions
81(1)
Upward Communication
81(1)
Downward Communication
81(1)
The Filter Factor
81(1)
Horizontal Communication
81(1)
Male-Female Communication Differences
82(1)
Men
82(2)
Women
84(1)
Men and Women
85(1)
Summary
86(1)
Checking for Understanding
87(1)
Applications
87(2)
Experiental Exercises: Variations in Communication
89(1)
Improving Communications and Managing Conflict
90(25)
Barriers to Effective Communication
91(1)
Lying
91(2)
Facial Indicators
91(1)
General Indicators
92(1)
Perceptions
93(1)
Emotions
93(1)
Overeagerness to Respond
93(1)
Snap Judgments
93(1)
Closed Words
94(1)
Attacking the Individual
94(1)
Judging
94(1)
Rank
95(1)
Credibility Gaps
95(1)
Gatekeepers
96(1)
Noise
96(1)
Wasting the Thought-Speech Rate Differential
96(1)
Poor Listening
97(1)
The Verbal Cocoon
97(1)
The Importance of Listening
97(1)
Effective Listening
98(1)
Developing Listening Skills
98(1)
Listening Responses
98(1)
Phrasing Questions
99(1)
How to Break Down Communication Barriers
100(1)
Encourage Upward Communication
100(1)
Reality Check: What Managers Should Communicate
101(1)
Have an Open-Door Policy
101(1)
Use Face-to-Face Communication
102(1)
Avoid Credibility Gaps
102(1)
Write for Understanding
102(1)
Watch Your Timing
103(1)
Be Sensitive to Others' Feelings and Needs
104(1)
Conflict Management
104(1)
Positive and Negative Conflict
104(1)
General Conflict Resolution Guidelines
105(1)
A Global Glance: Chinese Business Conflict
106(1)
Conflict Perspectives
107(1)
Situational Elements
108(2)
Interests
108(1)
Options
108(1)
Legitimacy
108(1)
Relationships
109(1)
Communication
109(1)
Commitments
109(1)
Alternatives
110(1)
Summary
110(1)
Checking for Understanding
110(1)
Applications
111(1)
Experiental Exercises
112(3)
PART TWO The Organizational Framework
115(156)
Jobs, from Design to Appraisal
116(34)
What Is a Job?
117(1)
A Question of Ethics: People: Assets or Liabilities
118(1)
The Japanese Way
119(1)
Current Job Trends
120(1)
Reality Check: Jobs---Going or Coming?
121(1)
Career Management
122(1)
Technical and Business Skills
123(1)
Interpersonal Skills
123(1)
Learning, Communicating, and Problem-Solving Skills
123(1)
Self-Management Skills
124(1)
Finding A Job
124(2)
Job Design
126(1)
Job Analysis
126(1)
Job Characteristics Model
126(1)
Difficulty Level
127(1)
A Three-Factor Model
127(1)
The CPOS Model
127(1)
Work Effectiveness
128(1)
Specialization
129(1)
Time Compression
129(1)
Large Job Feasibility
129(1)
Training Time
130(1)
Expertise
130(1)
Efficiency
130(1)
Job Descriptions and Job Specifications
130(1)
Trying to Obtain a Job---The Interview
131(1)
Styles of Interviewing
132(1)
Structured (Directive) Interviews
132(1)
Unstructured (Nondirective) Interviews
132(1)
Group Interviews
132(1)
Stress, or Situational, Interviews
133(1)
Types of Interviewers
133(1)
Guidelines for Conducting Interviews
134(1)
Guidelines for Being Interviewed
135(1)
Performance Appraisals
136(1)
Know How You Will Be Evaluated
136(1)
Attitude
136(1)
Compatibility
137(1)
Dependability
137(1)
Knowledge
137(1)
Efficiency and Organization
137(1)
Pre-Evaluation Procedures
137(2)
Appraisal Threats
139(3)
The Halo Effect
140(1)
The Hawthorne Effect
140(1)
Recency
140(1)
Uniformity
140(1)
Vagueness
141(1)
Conflict Avoidance
141(1)
Distance
142(1)
Trait Measurement
142(1)
Personal Bias
142(1)
Cost Concerns
142(1)
Appraisal Responses
142(3)
Contesting an Evaluation
143(2)
Losing a Job
145(1)
FYI Focus Box
146(1)
A Global Glance: Getting Fired in the Great White North
147(1)
Summary
147(1)
Checking for Understanding
148(1)
Applications
148(1)
Experiental Exercises: Designing a Job
149(1)
Formal Organizations: How People Organize
150(25)
Introduction
151(1)
Formal Organizations: Relevant Management Principles
151(1)
Hierarchical Structure Principle
151(1)
Unity of Command Principle
151(1)
Line and Staff Principle
152(1)
Division of Labor Principle
153(1)
Span of Control Principle
154(1)
Positional Power Principle
155(1)
Rules Principle
156(1)
The Organization Chart
156(1)
Organizational Styles
156(1)
Functional Organizations
157(1)
Geographic Organizations
158(1)
Customer Organizations
158(1)
Product Organizations
159(1)
Matrix Organizations
159(2)
Horizontal Organizations
161(1)
Learning Organizations
162(1)
Communities of Practice
162(1)
A Question of Ethics: Nonwork-Related Learning
163(2)
Virtual Corporations
163(2)
Developing Organizational Structures
165(1)
Liberation Management
165(1)
Egalitarian Designs
165(2)
Conceptual Designs
167(1)
Redesigns
168(1)
FYI Focus Box
169(1)
Downsizing and Revision
169(1)
Summary
169(1)
Checking for Understanding
170(1)
Applications
170(3)
Experiental Exercises: Organizing Human Resources
173(2)
Understanding Management
175(35)
Coping with Management
176(1)
The Role of Management
176(1)
Management Functions and Resources
177(3)
Four Functions
178(1)
Four Resources
179(1)
A Question of Ethics: Relationships with Managers
180(1)
The Internal and External Environments
181(1)
Decision Making
181(4)
Rational Decisions
182(1)
Political Decisions
182(1)
Temporal Decisions
183(1)
Emotional Decisions
184(1)
Economic Decisions
185(1)
Risk-Based Decisions
185(1)
FYI Focus Box
185(1)
Conflict-Based Decisions
186(1)
Buck-Passing Decisions
186(1)
Coping with Decisions
186(1)
Escapism
187(1)
Amnesia
187(1)
Anger
187(1)
Management Principles
187(2)
Authority Principle
188(1)
Unity of Command Principle
188(1)
Unity of Direction Principle
188(1)
From Classical to Behavioral Management
189(1)
Classical Management
189(1)
Command Systems
189(1)
Reality Check: Another Time When a Manager May Use the Classical Style
190(2)
Time and Motion Studies
190(1)
Classical Motivation
191(1)
Behavioral Management
192(2)
The Management Continuum
194(1)
The Worker's Role
195(1)
Doing the Best Job
195(1)
Total Quality Management (TQM)
195(1)
Coping with Management
196(6)
Incompetent Managers
197(2)
Malicious Managers
199(1)
Clueless Managers
199(1)
Split-Personality Managers and Grumps
199(1)
Hoarders
199(1)
Spineless Managers
199(1)
Workaholic Managers
200(1)
Players of Mind Games
200(1)
Perfectionists
201(1)
Intimidators
201(1)
Coping Strategies
201(1)
Reality Check: It Could Be Worse, You Could Be Working for One of These People
202(3)
Good Managers
204(1)
Reality Check: No Talking in the Graveyard
205(1)
Summary
206(1)
Checking for Understanding
207(1)
Applications
207(2)
Experiental Exercises: The Middle Manager's Quandary
209(1)
Small Groups and the Informal Organization
210(24)
Groups
211(1)
What Is a Group?
211(1)
Group Formation
211(1)
Security
211(1)
Affiliation
212(1)
Self-Esteem
212(1)
Power
212(1)
Social Reality
212(1)
Goal Accomplishment
212(1)
Group Synergy
212(1)
The Nature of Formal and Informal Groups
213(1)
Formal Groups and Roles
213(1)
Informal Groups
213(1)
Reality Check: Informal Talk
214(1)
Why Do Informal Groups Emerge?
214(2)
Group Behavior
216(1)
Group Member Characteristics
216(1)
Group Cohesion
217(2)
Factors That Increase Group Attractiveness and Cohesion
217(1)
Factors That Decrease Group Attractiveness and Cohesion
218(1)
Work Arrangement Influence on Informal Groups
219(1)
A Balance Between Task and Maintenance Activities
219(1)
Cultural Diversity in Groups
219(1)
Informal Groups and the Grapevine
220(1)
The Nature of the Grapevine
220(1)
Grapevine Communication Is Fast
220(1)
Grapevine Communication Is Oral
220(1)
Grapevine Communication Thrives on Insecurity
220(1)
Grapevine Communication Fills in the Gaps
221(1)
Grapevine Communication Is Extensive When People Relate to the Situation
221(1)
Chains Required for Grapevine Communication
221(1)
Single-Strand Chain
221(1)
Gossip Chain
221(1)
Probability Chain
221(1)
Cluster Chain
221(1)
Management and the Grapevine
222(1)
Group Problem Solving and Decision Making
223(1)
Planned and Unplanned Agendas
223(1)
Brainstorming
223(1)
Brainwriting
224(1)
Deciding the Delphi Way
224(1)
Forming a Committee
224(1)
Deficiencies in Group Decision Making
225(1)
Wasters of Time
225(1)
Diluted Responsibility
225(1)
Anti-Synergy
225(1)
Groupthink
226(1)
Costly Delays
226(1)
Avoiding Meeting Pitfalls
226(3)
Have a Good Reason
226(1)
Respect Time
227(1)
Be Creatively Brief
227(1)
Recognize Effect of Physical Settings
228(1)
Clarify Responsibilities of Attendees
228(1)
Teamwork
229(1)
Models of Team Development
229(1)
FYI Focus Box
229(2)
A Question of Ethics: Construction or Obstruction
231(1)
Summary
232(1)
Checking for Understanding
232(1)
Applications
232(1)
Experiental Exercises: Examining Formal Work Arrangements
233(1)
Individuals and Self-Management
234(37)
Introduction
235(1)
The Question of Conformity
235(1)
Problems of Individualism
235(1)
Dealing with Individuals
236(2)
Is Conformity a Sellout?
238(1)
Types of Conformity
238(1)
Can I Do What I Want with Company Resources?
239(1)
What I Do on My Own Time Is Whose Business?
239(1)
What's Wrong with Workplace Affairs?
240(1)
Can't I Wear What I Like?
241(1)
But There Are Individual Differences
242(1)
A Smoke-Free Environment
242(1)
The Right to Privacy
243(1)
What Do Employers Want to Know?
243(1)
Testing Employees
243(1)
Lie Detector Tests
243(1)
A Question of Ethics: The Boss Is Watching!
244(1)
Integrity Tests
244(1)
Graphology Testing
244(1)
HIV Testing
245(1)
Collection of Information
245(1)
Surveillance of Employees
245(1)
Workplace Monitoring
245(1)
Spies
245(1)
Access to Personnel Records
246(1)
The Challenge of Disciplining Employees
246(1)
The Nature of Discipline
246(1)
Progressive Discipline
246(1)
Can You Document It?
246(1)
Do It in Private
247(1)
Just Like a Red-Hot Stove!
247(1)
Situational Discipline Should Be Applied
247(1)
Enforcing Rules
247(1)
Firing People
248(1)
Challenges with One's Self
249(1)
Wants Beyond Capabilities
249(1)
Reality Check: Recovering from a Mistake
249(1)
The Peter Principle
250(1)
Fear of Admitting Errors
250(1)
Politics
251(1)
The Nature of Organizational Politics
251(1)
Influence Strategies
252(1)
Influencing Others
253(1)
Selling Your Ideas
253(1)
Focus on Benefits, Not Features
254(1)
Test the Waters First
254(1)
Self-Management
254(1)
Reality Check: Concern for Individuals
255(1)
The Components of Self-Management
256(2)
Implementing Self-Management
258(1)
Time Management
259(1)
Working Smarter: Creating a Time-Management System
260(1)
Your Peak Time
261(1)
Twelve Practical Time-Management Techniques
262(2)
Lists
264(1)
FYI Focus Box
264(1)
Paper Handling
265(1)
Big Jobs
265(1)
Summary
266(1)
Checking for Understanding
266(1)
Applications
267(2)
Experiental Exercises: Declining Ethics?
269(2)
PART THREE Inducing Organizational Activity
271(124)
Motivation and Morale
272(30)
Why Learn about Motivation?
273(1)
The Importance of Needs and Motivation
273(1)
Needs and Motivation
273(1)
If You Are a Manager
273(1)
If You Are a Worker
274(1)
A Motivation Model
274(1)
Can You Learn to Need Needs?
275(1)
The Need for Approval
275(1)
The Need for Achievement
275(1)
The Need for Competence
276(1)
The Need for Power
276(1)
The Hierarchy of Needs
276(1)
The Basic Hierarchy
277(1)
Maslow's Other Needs
278(1)
Reality Check: Maslow Revised
279(1)
An Exception to Maslow: Alderfer's ERG Theory of Needs and Motivation
280(1)
Herzberg's Motivation---Maintenance Model
280(1)
Hygiene (Maintenance) Factors
281(1)
Motivational Factors (Satisfiers)
282(1)
Some Final Words on Herzberg
283(1)
The Process of Motivation
283(1)
Behavior Modification through Reinforcement Techniques
284(1)
Positive Reinforcement
285(1)
Escape and Avoidance
285(1)
The State of Extinction
285(1)
How Effective Is Punishment?
286(1)
Expectancy Theory
286(1)
The Relationship between Equity and Motivation
287(1)
Hunter's Intrinsic/Extrinsic Theory
288(1)
Level of Concern
289(1)
Success
289(1)
Feedback
289(1)
Interest
290(1)
Feeling Tone
290(1)
FYI Focus Box
290(1)
Time, Importance, and Motivation
291(1)
The Special Role of Money as a Motivator
291(1)
Money is Traditional
291(1)
Money is Tangible
292(1)
Money is Objective
292(1)
Alternatives to Money Are Often Subjective
292(1)
Money Is Symbolic
292(1)
What the Individual Can Do about Motivation
292(1)
Morale in Organizations
293(1)
Morale Defined
293(1)
Morale and Productivity
294(1)
What Are the Factors That Affect Morale?
294(1)
The Organization
294(1)
Employees' Activities
294(1)
Reality Check: Impacting Morale
295(1)
The Nature of Work
295(1)
Peers
295(1)
Leadership
296(1)
Role Expectation
296(1)
Concept of Self
296(1)
Personal Needs
296(1)
Warning Signs of Low Morale
296(1)
Evaluating Morale
297(1)
Summary
298(1)
Checking for Understanding
299(1)
Applications
299(2)
Experiental Exercises: What Do You Need?
301(1)
Job Satisfaction and the Quality of Work Life
302(39)
Introduction
303(1)
Greater Concerns over the Quality of Work Life
303(1)
Needs and Motivation
303(1)
Shifting Trends in Jobs
304(1)
Trend toward 24/7 Workforce
304(1)
Trend toward Outsourcing Work
305(1)
What Influences the Quality of Work Life?
306(1)
Improving the Quality of Work Life
307(1)
Job Enrichment
308(1)
Job Enlargement
308(1)
Vertical and Horizontal Loading
309(1)
Manipulating Core Job Dimensions
309(1)
Task Variety
309(1)
Task Identity
310(1)
Task Significance
310(1)
Autonomy
310(1)
Feedback
310(1)
Job Rotation
310(1)
Cross-Training
311(1)
Feedback and Reinforcement
311(1)
Well Pay and Floating Holidays
312(1)
Empowerment
312(1)
Child and Elder Care
313(1)
Changes to the Work Environment and the Social Environment
313(1)
Ergonomic Changes
314(1)
Wellness Programs
314(1)
Aesthetics and Personalization
315(1)
Does QWL Have Its Limitations?
316(1)
Innovative Ways to Work
317(1)
Production-Based Compensation Plans
317(1)
Flextime
317(2)
Benefits
318(1)
Disadvantages
318(1)
Flexplace
319(1)
Advantages
320(1)
Disadvantages
320(1)
Flexible Benefits
320(1)
Compressed Workweek
321(1)
Contingent Employment
321(2)
Reality Check: Flexible Work Arrangements
323(1)
Job Sharing
323(1)
Job Satisfaction
324(1)
Internal Job Satisfaction Factors
325(1)
The Work
325(1)
Job Variety
325
Task Specialization
32(293)
Autonomy
325(1)
Goal Determination
325(1)
Feedback and Recognition
325(1)
External Job Satisfaction Factors
326(3)
Achievement
326(1)
Role Ambiguity and Role Conflict
327(1)
Opportunity
327(1)
Job Security
328(1)
Social Interactions
328(1)
Reality Check: The Importance of Social Contacts at Work
329(1)
FYI Focus Box
330(2)
Supervision
330(1)
Organizational Culture
330(1)
Work Schedules
331(1)
Seniority
331(1)
Compensation
331(1)
Individual Job Satisfaction Factors
332(2)
Commitment
333(1)
Expectations
333(1)
Job Involvement
333(1)
Reality Check: Dissatisfaction
334(1)
Effort/Reward Ratio
334(1)
Influence of Coworkers
334(1)
Comparisons
334(1)
Opinions of Others
335(1)
Personal Outlook
335(1)
Age
335(1)
Summary
335(1)
Checking for Understanding
336(1)
Applications
336(3)
Experiental Exercises: How Satisfied Are You with Your Job?
339(2)
The Dynamics of Change
341(25)
Introduction
342(1)
The Effects of Change
342(1)
The Need for Anticipation
342(1)
Why People Resist Change
342(1)
Personal Attitudes and Personal Impact
343(1)
Financial Reasons
343(1)
Alterations in the Informal Organization
344(1)
Inertia
344(1)
Lack of Recognition of Need
344(1)
Fear of the Unknown
345(1)
Lack of Trust
345(1)
Revenge
345(1)
A Global Glance: The Change Heard 'Round the World
346(1)
Surprise
346(1)
Poor Timing
346(1)
Poor Approach
347(1)
Misunderstanding
347(1)
Absent Benefits
347(1)
Insufficient Need
348(1)
Phariseeism
348(1)
How Resistance to Change Is Shown
348(1)
Absenteeism
348(1)
Decreased Productivity
349(1)
Regression
349(1)
Resignation
349(1)
Transfer
349(1)
Sabotage
349(1)
Change Management
350(1)
Change as a 3-Step Process
350(1)
Unfreezing
350(1)
Changing
350(1)
Refreezing
351(1)
Larger Scale Change---A 6-Step Process
351(1)
Determine the Necessity
351(1)
Find the Movers and Shakers
351(1)
Communicate the Post-Change Vision and Change Plan
352(1)
Clear the Path
352(1)
Find the Good and Give the Feedback
352(1)
Follow Through
352(1)
The Change Must Be Useful
352(1)
Management Should Be Empathetic
352(1)
A Question of Ethics: Not Exactly What One Would Call ``Country-Club Management''
353(1)
The Change Must Be Understood by Those Affected
353(1)
Employees Should Participate Where Possible
354(1)
Benefits Should Be Stressed
354(1)
Provide Economic Guarantees Where Possible
354(1)
FYI Focus Box
355(1)
The Problem of Timing
355(1)
Avoid Too Much Too Soon
355(1)
Methods of Accomplishing Change
355(1)
Directives
356(1)
Participation
356(1)
Trial Periods
356(1)
The New Person Method
357(1)
Training
357(1)
Organizational Development
357(1)
The OD Process
357(1)
The Use of MBO to Effect Change
358(1)
Manipulation
359(1)
Coping with Change
360(1)
Acceptance
360(1)
Learning
360(1)
Utilization
360(1)
Participation
360(1)
Support and Assistance
361(1)
Negotiation
361(1)
Summary
361(1)
Checking for Understanding
362(1)
Applications
362(3)
Experiental Exercises: Is This Change Really Necessary?
365(1)
Leadership
366(29)
Introduction
367(1)
The Functions and Characteristics of Leadership
367(1)
Leadership Defined
367(1)
The Difference between Leadership and Management
367(1)
Formal Leadership
368(1)
Power
368(2)
How Important Are Leaders?
370(1)
What Makes People Leaders?
370(1)
Charismatic Leaders
371(1)
Reality Check: Trust in Nonhierarchical Organizations
372(1)
Transformational Leaders
372(1)
Contingency and Situational Leaders
372(2)
Fielder's Contingency Theory
372(1)
Hershey--Blanchard Situational Model
373(1)
Path--Goal Theory
374(1)
Traditional Leadership
374(1)
X and Y Labels
375(1)
Derived X Theory
375(1)
Reality Check: Leadership Paradoxes
375(3)
Traditional Leadership
376(1)
Fear and Motivation
376(1)
Behavioral Leadership
377(1)
Styles of Leadership
378(1)
A Major Problem
378(1)
Autocratic Style
378(1)
Autocratic Pros
378(1)
And the Cons?
379(1)
Participative Style: Involving Employees
379(2)
The Pros of Participative Leadership
380(1)
The Cons of Participative Leadership
380(1)
Participation: It's a Matter of Degree
381(1)
Free-Rein Style
381(1)
Which Is the Best Style of Leadership?
382(1)
Should Leaders Get Close to Their Associates?
383(1)
Some Final Conclusions on the ``Best'' Style of Leadership
383(1)
Reality Check: Developing Leaders
384(1)
Leadership as a Skill
384(1)
Technical Skills
384(1)
Human Resource Management Skills
385(1)
Conceptual Skills
385(1)
Trust Building Skills
386(1)
Development of Leadership Skills
387(1)
Trial and Error
387(1)
Formal Education
387(1)
On-the-Job Experience
387(1)
FYI Focus Box
388(1)
Supplemental Reading
388(1)
The Need for a Supportive Organizational Culture
389(1)
Summary
389(1)
Checking for Understanding
390(1)
Applications
390(2)
Experiental Exercises: What Do You Assume?
392(3)
PART FOUR Strategies for Improving Organizational Behavior and Performance
395(88)
Stress
396(27)
Introduction
397(1)
The Nature of Stress
397(1)
Our Basic Responses
397(1)
Causes of Stress
398(1)
Quantitative Demands
399(1)
Qualitative Demands
399(1)
Work Pace Control
399(1)
Participation
400(1)
Work Shift
400(1)
Work Roles
400(1)
Accumulation of Factors
400(1)
Reactions to Work-Related Distress
401(1)
Affective Reactions
401(1)
Reality Check: Small Releases for Small Stressors
401(2)
Behavioral Reactions
402(1)
Physical Reactions
402(1)
The Three Stages of Stress
403(1)
Frustration: Another Response to Stress
403(1)
With A Little Help From Your Mind
403(1)
Reactions to Frustration
404(1)
Rationalization
404(1)
Compensation
404(1)
Negativism
405(1)
Resignation
405(1)
Repression
406(1)
Pseudostupidity
406(1)
Obsessive Thinking
406(1)
Displacement
407(1)
Conversion
407(1)
Burnout: The Disease of High Achievers
408(1)
Who Are Candidates for Burnout?
408(1)
What Are the Symptoms of Burnout?
408(1)
What Is the Cure for Burnout?
408(1)
Causing Associates to Become Distressed
409(1)
The Wrong Way to Manage Distress: Substance Abuse
409(1)
What Constitutes a Drinking Problem?
409(1)
Drug Abuse
409(1)
Recognizing Alcohol and Drug Abuse in the Workplace
410(1)
Drugs and the Workplace
410(1)
Organizational Approaches to Alcohol and Drug Abuse
410(1)
The Nature of Company Programs
411(1)
The Stigma of Alcoholism and Drug Programs
411(1)
Stress Management
411(1)
Stress Management Recommendations
411(2)
Managing Stress with Faith
413(1)
Establish Ethical Values
413(1)
Managing Career-Related Stress
413(1)
Idealism
413(1)
Develop Readily Attainable Goals
413(1)
Reality Check: Your Reaction to Stress Matters
414(1)
Select a Satisfying Occupation
415(1)
Have Faith in Yourself and Seek Opportunities
415(1)
Employ Contrast
415(1)
Workaholics
416(1)
Take Stock of Yourself
417(1)
Break the Law of Parkinson
417(1)
Break Kossen's Law
417(1)
FYI Focus Box
418(1)
Summary
419(1)
Checking for Understanding
419(1)
Applications
419(2)
Experiental Exercises: Are You a Candidate for Burnout?
421(2)
Ethics and Etiquette
423(34)
The Right Treatment of Others
424(1)
Business Ethics: An Oxymoron?
424(1)
Ethical Pressures
425(1)
Effect on Cash
425(1)
Effect on Prices
425(1)
Management in the Middle
426(1)
The Effects of Technology
426(1)
A Question of Ethics: Ethics and Dow Corning
426(1)
The Effects of Acquisitions and Restructuring Activities
427(1)
Lack of Sufficient Concern for the Environment
427(1)
An Ethics Gap
428(2)
Managing Ethics
430(1)
Reality Check: An Example of Ethical Conduct
430(3)
Defining Ethics
431(1)
Communicating the Ethic
431(1)
Ongoing Activities
432(1)
Follow-up
432(1)
Ethics and the Individual
433(1)
Two Philosophies: Profit Quest versus Social Responsibility
434(1)
The Profit-Quest Approach
434(1)
The Social-Responsibility Approach
435(1)
Areas of Social Responsibility
435(1)
Responsibility to Employees
436(1)
Responsibility to Consumers
436(1)
Responsibility to the Environment
437(1)
Responsibility to Provide Information
437(1)
Responsibility to Assist Special Employment Groups
438(1)
Guide to Social Action
438(1)
Community Relationships
439(1)
Management Must Be Committed
439(1)
The Program Should Be Integrated into Regular Operations
439(1)
The Program Must Be Communicated
439(1)
The Program Must Be Credible
440(1)
Participants Should Be Concerned with Action
440(1)
Failures Should Not Be Discouraging
440(1)
Etiquette
440(4)
The Office Phone
441(1)
Cellular Phones, Pagers, and Fax Machines
442(1)
Copiers
443(1)
E-mail
443(1)
Shared Workspaces
443(1)
Reality Check: Net-Etiquette
444(1)
Meetings
444(1)
Videoconferencing
445(1)
Attire and Grooming
445(2)
Attire for Men
446(1)
Attire for Women
446(1)
Reality Check: The Clothes Must Fit, in More Ways Than One
447(1)
Casual Attire
448(1)
Grooming
448(1)
Coming and Going
448(1)
Introductions and Business Cards
449(1)
Dining
449(1)
A Global Glance: There is Much More to Knowing the Language Than Learning the Words
450(1)
Cordiality
451(1)
Thank-You Notes
451(1)
FYI Focus Box
451(1)
Gifts
452(1)
Christmas Parties
452(1)
When Others Break the Rules
452(1)
Summary
453(1)
Checking for Understanding
454(1)
Applications
454(2)
Experiental Exercises: Ethics
456(1)
Challenges and Opportunities
457(26)
Challenges and Opportunities
458(1)
Understanding Global Organizational Behavior
458(1)
Organizational Cultures in a Global Environment
458(1)
Differences in Customs
459(1)
Up to the First Floor
459(1)
Time Zones a Hassle
459(1)
Foreign Expatriates in the United States
459(1)
Differences in Language and Communication Styles
460(1)
Differences in Attitudes toward Time
460(1)
Differences in the Workforce
460(1)
Differences in Labor Laws
460(1)
Reality Check: Are Things Really That Different Abroad?
461(1)
Differences in Ethical Standards
462(1)
Differences in Political Climate
462(1)
Easing the Transition for Innocents Abroad
462(1)
Selecting the Right People for the Right Place
462(1)
Allowing Orientation Visits
463(1)
Providing Training Opportunities
463(1)
Use Foreign Nationals
463(1)
Repatriation: Returning Home
464(1)
Company Guidance and Counseling
464(1)
Multiculturalism and Diversity
464(1)
The Nature of Prejudice and Discrimination
464(1)
Reality Check: Is Diversity Required?
465(1)
What Is the Difference between Prejudice and Discrimination?
465(1)
Reality Check: Best Companies for Minorities---and Performance
466
Prejudice: An Acquired Habit
465(1)
Prejudice in Favor of a Group
466(1)
Preventive Prejudice
466(1)
The ``Oppressed Majority''
467(1)
It's the Law
467(1)
Religious Beliefs
468(1)
Legal Discrimination in Exceptional Cases
468(1)
Bona Fide Occupational Qualification (BFOQ) Exception
468(1)
FYI Focus Box
468(1)
The Testing Requirement Exception
469(1)
Seniority System Exception
469(1)
Reverse Discrimination: An Organizational Dilemma
469(1)
Offsetting Past Inequities through Proportional Employment
469(1)
The Challenges Facing Women in the Workplace
469(1)
The Effects of Culturalization on Values toward Women
469(1)
Fast Track versus Mommy Track
470(1)
Challenges Facing Everyone in the Workplace
470(1)
Sexual Harassment
470(1)
Workplace Violence
471(1)
The Worker Shortage
472(1)
Older Workers
472(1)
The Problem of Job Loss for the Aging
472(1)
Increased Costs of Employee Benefits
473(1)
Fewer Working Years
473(1)
Physically Too Weak
474(1)
Higher Rates of Absenteeism
474(1)
Assisting the Older Worker
474(1)
Older Rather than Old
474(1)
Legislation for the Older Worker
475(1)
The Challenges Facing People with Disabilities
475(1)
It's the Law
476(1)
Who are Individuals with Disabilities?
477(1)
Common Attitudes toward the Physically and Intellectually Challenged
477(1)
Increased Insurance Costs
477(1)
Offensive to the Public
477(1)
A Social Responsibility
478(1)
Summary
479(1)
Checking for Understanding
480(1)
Applications
480(2)
Experiental Exercises: A Cultural Quiz
482(1)
Notes 483(22)
Index 505

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