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9780631212577

Managing Organizational Behavior, 4th Edition

by ; ;
  • ISBN13:

    9780631212577

  • ISBN10:

    0631212574

  • Edition: 4th
  • Format: Hardcover
  • Copyright: 2000-04-01
  • Publisher: Wiley

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Supplemental Materials

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Summary

Managing Organizational Behavior, Fourth Edition, bridges cutting-edge theory with modern leadership and managerial practices. This proven textbook leads advanced undergraduates and MBAs through a discussion of individual behavior influences to a consideration of the social influences the individual encounters upon contact with groups and organizations. The fourth edition contains copious new material on diversity, international organizational behavior, and ethics and values. Superior new pedagogical features, such as Guidelines for Managers and Focus Items, enhance the thorough application of theory and research to practical management. Exercises, examples, cases, and study questions have all been updated to illustrate key and current points throughout the text. The textbook website for Tosi is now live and can be accessed at: http://www.blackwellpublishers.co.uk/tosi/

Author Biography

Henry L. Tosi is McGriff Professor of Management at the University of Florida and Visiting Professor at SDA-Bocconi, Milan, Italy.

Table of Contents

List of figures
xv
List of tables
xix
List of ``Focus on...'' features
xxi
List of ``Global focus'' features
xxiii
List of ``Diversity issues'' features
xxv
List of ``Question of Ethics'' features
xxvii
Preface xxix
Acknowledgments xxxiii
Introduction
1(30)
The field of organizational behavior
2(3)
A historical view of contemporary organizational behavior
5(7)
Antecedents of contemporary organizational behavior
6(3)
Contemporary organizational behavior
9(3)
Current trends and challenges for organizational behavior
12(5)
The changing economy
13(1)
The changing work force
14(1)
Changes in organizations and the way they are managed
15(2)
Managing organizational performance
17(6)
What is performance?
17(4)
What managers do
21(2)
Managerial work and organizational level
23(1)
The plan of this book
23(3)
The building blocks of organizational behavior
23(1)
Navigating this book
24(2)
Summary
26(1)
Key concepts
26(1)
Study questions
27(1)
Case: Judy Jenkins' first day in class
27(1)
References
28(3)
Personality and Individual Differences
31(26)
Managing behavior: A useful model
32(1)
Personality
33(6)
How and when personality operates
34(1)
The bases of personality
35(1)
Approaches to learning
35(4)
Personality in the organizational setting
39(11)
The ``Big Five'' personality dimensions
41(1)
Positive and negative affectivity---Being in a good or bad mood
42(2)
Adjusting to work and organizational life
44(2)
The authoritarian personality
46(1)
The Machiavellians
46(3)
Locus of control: Who's in charge?
49(1)
Myers---Briggs personality dimensions and work style preferences
49(1)
Frustrating the mature personality
50(1)
Summary
51(1)
Guide for Managers: Understanding why people behave as they do
52(1)
Key concepts
53(1)
Study questions
53(1)
Case: Laurel Bedding Company
54(1)
References
55(2)
Attitudes, Perception and Judgement
57(32)
The nature of attitudes
58(10)
Sources of beliefs, values and attitudes
58(1)
Why attitudes are important
59(2)
A model of attitudes
61(4)
Attitudinal consistency and cognitive dissonance
65(2)
Employee attitudes, job satisfaction and performance
67(1)
Perception
68(5)
The perceiver
70(2)
Effects of the event or object
72(1)
Situational effects
72(1)
Judgment tendencies
73(9)
First impressions
73(1)
Halo: One characteristic tells all
74(1)
Projection
75(1)
Implicit personality theory
76(1)
Stereotyping
76(1)
Attribution theory: Finding causes of behavior
77(3)
Some organizational implications of attribution biases
80(2)
Summary
82(1)
Guide for Managers: Making better judgments
82(2)
Key concepts
84(1)
Study questions
84(1)
Case: A bad day in Boonetown
85(1)
References
86(3)
Organizational Accommodation: Careers, Socialization and Commitment
89(32)
Careers
91(5)
Career paths
94(2)
Organizational socialization: Learning how to accommodate to work
96(11)
Early socialization experiences
96(2)
Preliminary work socialization
98(2)
Organizational socialization
100(2)
Organizational commitment and accommodation
102(5)
Commitment, careers and workforce diversity
107(6)
Women and careers
108(4)
Racial and ethnic diversity
112(1)
Summary
113(1)
Guide for Managers: Managing your career
113(3)
Key concepts
116(1)
Study questions
116(1)
Case: Harrison Electronics and Sarah Cunningham
117(1)
References
118(3)
Theories of Motivation
121(44)
Motivation and performance
123(6)
What do we mean by performance?
124(1)
Ability
125(2)
What do we mean by motivation?
127(2)
Motivation -- The content theories
129(10)
Need theories
130(2)
Herzberg's two-factor theory
132(2)
The job characteristics approach
134(3)
McClelland's achievement--power theory
137(2)
Motivation -- The process theories
139(18)
Reinforcement theory
139(7)
Expectancy theory
146(4)
Goal-setting theory
150(1)
Organizational justice theories
151(6)
Summary
157(1)
Guide for Managers: Using motivation theories at work
158(2)
Key concepts
160(1)
Study questions
161(1)
Case: Paul Peters' raise
162(1)
References
163(2)
Applied Motivation Theories
165(26)
Management by objectives (MBO)
167(3)
Positive reinforcement programs
170(3)
Gainsharing approaches
173(3)
The Scanlon Plan
175(1)
High involvement organizations (HIOs)
176(8)
Job enrichment
176(1)
Self-directed teams
177(2)
New compensation approaches
179(1)
Leaner management structures
179(1)
Total quality management (TQM)
179(2)
Minimizing worker---management status differentials
181(1)
Nontraditional selection and socialization strategies
181(1)
The effectiveness of HIOs
182(2)
Summary
184(1)
Guide for Managers: Making motivation theories work
184(2)
Key concepts
186(1)
Study questions
186(1)
Case: National Oil Company
187(1)
References
188(3)
Stress in Organizations
191(30)
A model of stress and coping
193(7)
The objective environment
195(1)
The psychological environment
195(1)
Individual differences
196(2)
Stress manifestations
198(1)
Coping strategies
199(1)
Sources of stress
200(13)
Work factors
201(5)
Nonwork factors
206(2)
Individual differences and stress
208(5)
Summary
213(1)
Guide for Managers: Dealing with stress
214(3)
Key concepts
217(1)
Study questions
217(1)
Case: John Baxter
218(1)
References
218(3)
Group and Team Performance Environment
221(26)
Groups and teams: Definitions
223(1)
Why groups form
223(3)
Personal characteristics
223(1)
Interests and goals
224(1)
Potential to influence
225(1)
Opportunity for interaction
225(1)
Types of groups
226(2)
Reference groups
226(1)
Formal groups
226(1)
Informal groups
227(1)
Group and team effectiveness
228(1)
Group performance environment
229(12)
Industry factors
229(1)
Organizational factors
230(2)
Group factors
232(9)
Summary
241(1)
Guide for Managers: Creating a good team environment
241(2)
Key concepts
243(1)
Study questions
243(1)
Case: The same old stuff
244(1)
References
245(2)
Group Processes and Effectiveness
247(28)
Group processes
249(15)
Group maturity
249(3)
Commonality of group norms
252(2)
Group cohesiveness
254(4)
Group cooperation and competition
258(3)
Social influences on behavior
261(3)
Group and team effectiveness factors
264(5)
Performance outcomes
264(2)
Attitudinal outcomes
266(2)
Behavioral outcomes
268(1)
Summary
269(1)
Guide for Managers: Encouraging improved work groups
270(1)
Key concepts
271(1)
Study questions
271(1)
Case: Design Section E
272(1)
References
273(2)
Conflict
275(32)
The nature of conflict
276(5)
Conflict as a process
277(1)
The role of history in conflicts
278(1)
Viewpoints on conflict
279(2)
Intergroup conflict
281(1)
What triggers conflict?
281(6)
Individual characteristics
281(2)
Situational forces
283(2)
Organizational structure
285(2)
Diagnosing conflict
287(2)
The issue in question
288(1)
The size of the stakes
288(1)
The interdependence of parties
288(1)
The continuity of the interaction
288(1)
The leadership
289(1)
The involvement of third parties
289(1)
The perceived progress of the conflict
289(1)
Conflict reaction styles
289(3)
Avoiding
290(1)
Accommodating
291(1)
Competing
291(1)
Compromising
291(1)
Collaborating
292(1)
Style flexibility: Overuse and underuse
292(1)
Improving your conflict management style
292(6)
Confrontation techniques
295(3)
Improving organizational response to conflict
298(4)
Setting superordinate goals
299(1)
Reducing ambiguities and jurisdictional disputes
299(1)
Improving policies, procedures, and rules
300(1)
Reallocating or adding resources
300(1)
Modifying communications
300(1)
Rotating personnel
300(1)
Changing reward systems
301(1)
Providing training
301(1)
Summary
302(1)
Guide for Managers: Managing conflict constructively
303(1)
Key concepts
304(1)
Study questions
304(1)
Case: Zack Electrical Parts
305(1)
References
305(2)
Decision Making
307(34)
Characteristics of the decision process
310(2)
Decisions within decisions
310(1)
Small decisions accumulate
311(1)
Decisions are partial or temporary solutions
312(1)
Models of decisions making
312(4)
The rational or normative model of decision making
312(2)
The administrative model of decision making
314(1)
The garbage can model of decision making
315(1)
Improving individual decision making
316(8)
Factors that influence the decision-making process
317(1)
Improving problem selection and definition
318(1)
Improving generating and evaluating solutions
319(2)
Improving decision implementation
321(2)
Summary of improving individual decision making: A call for systems thinking
323(1)
Improving group decision making
324(11)
Benefits and disadvantages of groups
324(2)
Deciding when to use a group
326(2)
Groupthink
328(4)
Risky shift and polarization
332(3)
Summary
335(1)
Guide for Managers: Improving group decision making
335(2)
Key concepts
337(1)
Study questions
337(1)
Case: Escapade Travel Agency
338(1)
References
339(2)
Cultures: National and Organizational
341(44)
Ways to characterize cultures
345(8)
The Hofstede model
245(103)
Organizational consequences of cultural differences
348(5)
Organizational culture
353(1)
A multi-level model of organizational culture
354(15)
Basic values of the dominant coalition
356(1)
Manifestations of organizational culture
357(5)
Modes of implementation
362(1)
The model personality of top management and types of organizational cultures
362(4)
Organizational subcultures
366(3)
Organizational culture -- Some special cases
369(7)
Implementing a culture in a new organization
369(1)
Mergers and acquisitions
370(2)
Changes in the environment
372(1)
Changing the existing culture
373(1)
Changing the CEO
374(2)
Summary
376(1)
Guide for Managers: Coping with cultures
377(2)
Key concepts
379(1)
Study questions
380(1)
Case: The Graduate School of Business Administration
381(1)
References
382(3)
Organizational Structure and Design
385(34)
The nature of organizational structure
387(9)
Some properties of organizations
387(2)
Organizations and environment
389(7)
Formal organizations: Design and structure
396(15)
Division of labor and task interdependence
397(4)
Organizational design alternatives
401(10)
Summary
411(1)
Guide for Managers: Designing organizations
411(3)
Key concepts
414(1)
Study questions
415(1)
Case: Cole and Wiley
416(2)
References
418(1)
Power and Politics in Organizations
419(34)
A model of influence processes in organizations
421(10)
Bases of influence
422(7)
Outcomes of influence
429(2)
Organizational and personal bases of influence
431(1)
Acquiring and maintaining organizationally based influence
431(8)
Situational determinants of organizationally based influence
432(1)
Environmental changes and power
433(1)
Personal attributes of those who acquire organizationally based influence
434(1)
Maintaining organizationally based influence
435(4)
Acquiring and maintaining personal-based influence
439(3)
Acquiring and maintaining charismatic power
440(1)
Acquiring and maintaining expert power
441(1)
Managerial use of power in organizations
442(3)
Summary
445(1)
Guide for Managers: Using power in organizations
445(3)
Key concepts
448(1)
Study questions
448(1)
Case: The Brewton School
449(1)
References
450(3)
Leadership in Organizations
453(34)
Trait approaches
455(2)
Leader motive pattern
457(1)
Behavioral approaches
457(4)
Distribution of decision influence
457(2)
Task and social behaviors
459(2)
Contingency theories of leadership
461(10)
Fiedler's contingency model
461(6)
Path-goal theory
467(4)
A summary comment on trait, behavior and contingency approaches to leadership
471(1)
Process theories of leadership
472(4)
Transformational leadership theory
472(3)
Vertical dyad linkage theory
475(1)
Substitutes for leadership
476(3)
Summary
479(1)
Guide for Managers: Choosing a leadership style
479(2)
Key concepts
481(1)
Study questions
482(1)
Case: Cliff City Bank
483(1)
References
484(3)
Organizational Change
487(28)
How our work life is changing
488(3)
Changes to internal work processes used to complete work
488(1)
Organizations are changing structurally
489(1)
Shifts to a global economy
489(2)
Increased diversity in the work force
491(1)
A model of change
491(1)
Organism adaptation
491(1)
Organizational adaptation
491(1)
Resistance to change
492(2)
Organizational culture and power structure
493(1)
Changing systems: the effects of interdependencies
493(1)
The five leverage points of change
494(3)
The setting
495(1)
The organization
495(1)
Management and management skills
496(1)
Culture
496(1)
The team and team building
496(1)
Stages of successful change
497(2)
Helping individuals to cope with change
499(3)
Before the change event
499(2)
After the change event is confirmed
501(1)
After the change
502(1)
Implementing change
502(8)
Methods of individual change
502(2)
Methods of group change
504(2)
Methods of organizational change
506(4)
Summary
510(1)
Guide for Managers: Creating dissatisfaction as a change strategy
511(1)
Key concepts
512(1)
Study questions
512(1)
Case: A case of resistance
513(1)
References
513(2)
Glossary 515(24)
Author index 539(9)
Subject index 548

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What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

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