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MP Organizational Behavior and Management w/OLC/PW Card

by ; ;
Edition:
7th
ISBN13:

9780073109633

ISBN10:
0073109630
Format:
Hardcover
Pub. Date:
8/5/2004
Publisher(s):
McGraw-Hill/Irwin
List Price: $169.00
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Summary

The revitalized and new author team of Ivancevich, Konopaske and Matteson has listened and responded to reviewers', instructors', and students' suggestions on how to continue to make Organizational Behavior and Management, 7e a more user-friendly and application rich introductory OB textbook.To accomplish this, OBM 7e has achieved the difficult goal of balancing between preserving its key strengths (i.e., thorough, current, good mixture of research and practice, integrated text with relevant readings/cases/exercises) and revitalizing its content and internal appearance in several high-impact ways."Preserving while revitalizing" captures the spirit of what I/K/M used as a guiding principle while writing OBM 7e.

Table of Contents

Preface xiii
PART ONE THE FIELD OF ORGANIZATIONAL BEHAVIOR
1(74)
Introduction to Organizational Behavior
3(35)
Environmental Forces Reshaping Management Practice
5(5)
The Origins of Management
8(2)
The Importance of Studying Organizational Behavior
10(3)
Leaders and Organizational Behavior
10(2)
The Hawthorne Studies
12(1)
Framing the Study of Organizational Behavior
13(5)
The Organizational Environment
13(5)
Organizational Processes
18(1)
Communication Process
18(1)
Decision-Making Process
18(1)
Leadership Process
19(1)
Organizational Structure
19(1)
Organizational Change and Innovation Processes
20(1)
Effectiveness in Organizations
20(1)
Systems Theory and the Time Dimension of Effectiveness
21(5)
Time-Based Criteria
23(3)
Summary of Key Points
26(1)
Review and Discussion Questions
26(1)
Reading
27(8)
Exercise
35(1)
Case
36(2)
Organizational Culture
38(37)
Culture and Societal Value Systems
39(2)
Organizational Culture
41(5)
Organizational Culture Defined
41(1)
Organizational Culture and Its Effects
42(2)
Creating Organizational Culture
44(2)
Influencing Culture Change
46(1)
Sustaining the Culture
47(3)
Socialization Stages
49(1)
Characteristics of Effective Socialization
50(8)
Mentoring
50(2)
Cultural Diversity
52(3)
Spirituality and Culture
55(3)
Summary of Key Points
58(1)
Review and Discussion Questions
58(1)
Reading
59(8)
Exercises
67(2)
Case
69(3)
Part One Video Case
72(3)
PART TWO UNDERSTANDING AND MANAGING INDIVIDUAL BEHAVIOR
75(244)
Individual Differences and Work Behavior
77(32)
Why Individual Differences Are Important
77(1)
The Basis for Understanding Work Behavior
78(1)
Individual Differences Influencing Work Behavior
79(17)
Heredity Factors
79(2)
Abilities and Skills
81(2)
Attitudes
83(5)
Personality
88(2)
Personality and Behavior in Organizations
90(6)
Summary of Key Points
96(1)
Review and Discussion Questions
97(1)
Reading
97(5)
Exercise
102(2)
Case
104(5)
Perceptions, Attributions, and Emotions
109(27)
The Perceptual Process
109(3)
Perceptual Grouping
112(7)
Stereotyping
114(1)
Selective and Divided Attention
115(1)
Halo Effect
115(1)
Similar-to-Me Errors
115(1)
Situational Factors
116(1)
Needs and Perceptions
116(1)
Attribution Theory
116(3)
Impression Management
119(1)
An Interpersonal Process
119(1)
A Model and Practical Impression Management
119(1)
Emotions
120(3)
Examining Emotions
121(1)
Primary Emotions
121(1)
Expressions
121(1)
Body Language: Mimicking
122(1)
Facial Feedback
122(1)
Emotional Labor
122(1)
Emotional Intelligence
123(3)
An Illusive Construct
123(1)
Goleman's Theory of Emotional Intelligence
124(1)
The Salovey and Mayer Theme
125(1)
Success in Careers
125(1)
The Next Generation of El
126(1)
Summary of Key Points
126(1)
Review and Discussion Questions
127(1)
Reading
127(5)
Exercises
132(2)
Case
134(2)
Motivation
136(38)
The Starting Point: The Individual
139(2)
Content Approaches
141(8)
Maslow's Need Hierarchy
141(2)
Alderfer's ERG Theory
143(1)
Herzberg's Two-Factor Theory
144(3)
McClelland's Learned Needs Theory
147(1)
A Synopsis of the Four Content Theories
148(1)
Process Approaches
149(8)
Expectancy Theory
149(3)
Equity Theory
152(1)
Change Procedures to Restore Equity
152(1)
Research on Equity
153(1)
Goal Setting
154(2)
Goal-Setting Research
156(1)
The Motivation and the Psychological Contract
157(1)
Reviewing Motivation
158(1)
Summary of Key Points
159(1)
Review and Discussion Questions
160(1)
Reading
161(8)
Exercise
169(1)
Case
170(4)
Job Design, Work, and Motivation
174(31)
Job Design and Quality of Work Life
175(1)
A Conceptual Model of Job Design
176(1)
Job Performance Outcomes
176(2)
Objective Outcomes
176(1)
Personal Behavior Outcomes
176(1)
Intrinsic and Extrinsic Outcomes
177(1)
Job Satisfaction Outcomes
177(1)
Job Analysis
178(3)
Job Content
178(1)
Job Requirements
178(1)
Job Context
179(1)
Job Analysis in Different Settings
179(2)
Job Designs: The Results of Job Analysis
181(2)
Range and Depth
181(2)
Job Relationships
183(1)
The Way People Perceive Their Jobs
183(2)
Job Characteristics
184(1)
Individual Differences
184(1)
Social Setting Differences
184(1)
Designing Job Range: Job Rotation and Job Enlargement
185(2)
Job Rotation
185(1)
Job Enlargement
186(1)
Designing Job Depth: Job Enrichment
187(8)
Self-Managed Teams
190(1)
Alternative Work Arrangements
191(3)
Job Embeddedness and Job Design
194(1)
Total Quality Management and Job Design
195(1)
Summary of Key Points
196(1)
Review and Discussion Questions
197(1)
Reading
198(3)
Exercise
201(1)
Case
202(3)
Evaluation, Feedback, and Rewards
205(41)
Evaluation of Performance
205(4)
Purposes of Evaluation
206(1)
Focus of Evaluation
206(1)
Improving Evaluations
207(2)
Performance Evaluation Feedback
209(4)
Purpose of Evaluation Feedback
209(1)
A Feedback Model
210(1)
Multisource Feedback: A 360-Degree Approach
211(2)
Reinforcement Theory
213(3)
Reinforcement
213(1)
Punishment
213(1)
Extinction
214(1)
Reinforcement Schedules
214(2)
A Model of Individual Rewards
216(7)
Intrinsic and Extrinsic Rewards
217(1)
Extrinsic Rewards
218(1)
Intrinsic Rewards
219(1)
Rewards Interact
220(1)
Administering Rewards
221(2)
Rewards Affect Organizational Concerns
223(1)
Turnover and Absenteeism
223(1)
Job Performance
223(1)
Organizational Commitment
224(1)
Innovative Reward Systems
224(6)
Skill-Based Pay
224(1)
Broadbanding
225(1)
Concierge Services
226(1)
Team-Based Rewards
227(1)
Part-Time Benefits
228(1)
Gain-Sharing
228(1)
Employee Stock Ownership Plans
229(1)
Line of Sight: The Key Issue
229(1)
Summary of Key Points
230(1)
Review and Discussion Questions
231(1)
Reading
232(7)
Exercises
239(4)
Case
243(3)
Managing Misbehavior
246(34)
The Management of Misbehavior
246(1)
The Emergence in Management of the Study of Misbehavior
247(4)
Antecedents
249(1)
Mediators
249(1)
Outcomes
249(1)
Costs
249(1)
Management Interventions
250(1)
Selected Misbehaviors
251(13)
Sexual Harassment
251(1)
Aggression and Violence
252(2)
Bullying
254(1)
Incivility
254(1)
Fraud
255(1)
Substance Abuse at Work
256(1)
Cyberslacking
257(1)
Sabotage
258(1)
Theft
259(2)
Privacy
261(3)
Summary of Key Points
264(1)
Review and Discussion Questions
264(1)
Reading
265(13)
Case
278(2)
Managing Individual Stress
280(39)
What Is Stress?
281(1)
Stress Model
282(1)
Work Stressors: Individual, Group, and Organizational
283(6)
Individual Stressors
283(3)
Group, Organizational, and Nonwork Stressors
286(2)
Cognitive Appraisal
288(1)
Coping with Stress
289(1)
Stress Outcomes
289(5)
Individual Outcomes
290(3)
Organizational Consequences
293(1)
Stress Moderators
294(2)
Personality
294(1)
Type A Behavior Pattern
295(1)
Social Support
296(1)
Stress Prevention and Management
296(7)
Maximizing Person-Environment Fit
298(1)
Organizational Stress Prevention and Management Programs
299(4)
Summary of Key Points
303(1)
Review and Discussion Questions
304(1)
Reading
305(5)
Exercise
310(2)
Case
312(2)
Part Two Video Cases
314(5)
PART THREE GROUP BEHAVIOR AND INTERPERSONAL INFLUENCE
319(100)
Groups and Teams
321(35)
The Nature of Groups
322(1)
An Integrated Model of Group Formation and Development
323(1)
Types of Groups
323(2)
Formal Groups
324(1)
Informal Groups
324(1)
Why People Form Groups
325(1)
Stages of Group Development
326(1)
Forming
326(1)
Storming
326(1)
Norming
327(1)
Performing
327(1)
Adjourning
327(1)
Characteristics of Groups
327(8)
Composition
328(1)
Status Hierarchy
328(1)
Roles
328(2)
Norms
330(2)
Leadership
332(1)
Cohesiveness
333(2)
End Results
335(1)
Teams
336(6)
Types of Teams
336(4)
Team Effectiveness
340(2)
Summary of Key Points
342(1)
Review and Discussion Questions
343(1)
Reading
344(3)
Exercises
347(5)
Case
352(4)
Managing Conflict and Negotiations
356(31)
A Contemporary Perspective on Intergroup Conflict
357(3)
Functional Conflict
357(1)
Dysfunctional Conflict
357(1)
Conflict and Organizational Performance
358(1)
Stages of Conflict
358(2)
What Causes Intergroup Conflict?
360(3)
Work Interdependence
360(1)
Goal Differences
361(1)
Perceptual Differences
362(1)
The Consequences of Dysfunctional Intergroup Conflict
363(2)
Changes within Groups
363(1)
Changes between Groups
364(1)
Managing Intergroup Conflict through Resolution
365(4)
Dominating
365(2)
Accommodating
367(1)
Problem Solving
367(1)
Avoiding
368(1)
Compromising
368(1)
Stimulating Constructive Intergroup Conflict
369(3)
Bringing Outside Individuals into the Group
370(1)
Altering the Organization's Structure
371(1)
Stimulating Competition
371(1)
Making Use of Programmed Conflict
371(1)
Negotiations
372(1)
Win-Lose Negotiating
372(1)
Win-Win Negotiating
373(1)
Negotiation Tactics
373(1)
Increasing Negotiation Effectiveness
374(3)
Using Third-Party Negotiations
375(1)
Negotiating Globally
375(2)
Improving Negotiations
377(1)
Summary of Key Points
377(1)
Review and Discussion Questions
378(1)
Reading
379(1)
Exercises
380(2)
Case
382(5)
Power, Politics, and Empowerment
387(32)
The Concept of Power
387(1)
Where Does Power Come From?
388(6)
Interpersonal Power
388(2)
Structural Power
390(4)
Empowerment
394(2)
Interdepartmental Power
396(2)
Coping with Uncertainty
396(1)
Centrality
397(1)
Substitutability
398(1)
The Illusion of Power
398(2)
Political Strategies and Tactics
400(4)
Research on Politics
400(1)
Playing Politics
401(1)
Game Playing
401(1)
Political Influence Tactics
402(1)
Impression Management
403(1)
Ethics, Power, and Politics
404(3)
Using Power to Manage Effectively
407(1)
Summary of Key Points
408(1)
Review and Discussion Questions
408(1)
Reading
409(4)
Exercises
413(2)
Case
415(2)
Part Three Video Case
417(2)
PART FOUR ORGANIZATIONAL PROCESSES
419(110)
Communication
421(37)
The Importance of Communication
421(1)
The Communication Process
422(4)
How Communication Works
422(1)
The Elements of Communication
423(2)
Nonverbal Messages
425(1)
Communicating within Organizations
426(2)
Downward Communication
426(1)
Upward Communication
427(1)
Horizontal Communication
427(1)
Diagonal Communication
427(1)
Communicating Externally
427(1)
Information Richness
428(1)
How Technology Affects Communication
429(3)
Internet/Intranet/Extranet
429(1)
Electronic Mail (e-mail) and Instant Messaging
429(1)
Voice Mail
430(1)
Videoconferencing and Teleconferencing
431(1)
Smartphones and Handheld Computers
431(1)
Electronic Meetings
431(1)
Interpersonal Communication
432(1)
Multicultural Communication
432(2)
Words
432(1)
Space
433(1)
Time
433(1)
Barriers to Effective Communication
434(4)
Frame of Reference
434(1)
Selective Listening
435(1)
Value Judgments
436(1)
Source Credibility
436(1)
Filtering
436(1)
In-Group Language
436(1)
Status Differences
437(1)
Time Pressures
437(1)
Communication Overload
437(1)
Improving Communication in Organizations
438(3)
Following Up
439(1)
Regulating Information Flow
439(1)
Utilizing Feedback
439(1)
Empathy
440(1)
Repetition
440(1)
Encouraging Mutual Trust
440(1)
Effective Timing
440(1)
Simplifying Language
440(1)
Using the Grapevine
441(1)
Promoting Ethical Communications
441(2)
Competitive Intelligence
442(1)
Summary of Key Points
443(1)
Review and Discussion Questions
444(1)
Reading
444(8)
Exercise
452(2)
Case
454(4)
Decision Making
458(33)
Types of Decisions
459(2)
A Rational Decision-Making Process
461(5)
Establishing Specific Goals and Objectives and Measuring Results
462(1)
Problem Identification and Definition
462(1)
Establishing Priorities
463(1)
Consideration of Causes
463(1)
Development of Alternative Solutions
464(1)
Evaluation of Alternative Solutions
464(1)
Solution Selection
465(1)
Implementation
466(1)
Follow-Up
466(1)
Alternatives to Rational Decision Making
466(1)
Administrative Decision Making
466(1)
Intuitive Decision Making
467(1)
Behavioral Influences on Decision Making
467(6)
Values
468(2)
Propensity for Risk
470(1)
Potential for Dissonance
470(2)
Escalation of Commitment
472(1)
Group Decision Making
473(6)
Individual versus Group Decision Making
474(1)
Creativity in Group Decision Making
475(1)
Techniques for Stimulating Creativity
476(3)
Summary of Key Points
479(1)
Review and Discussion Questions
480(1)
Reading
481(4)
Exercises
485(4)
Case
489(2)
Leadership
491(38)
What Is Leadership?
491(5)
Is Leadership Important?
492(2)
Trait Approaches
494(2)
Behavioral Approaches
496(1)
Job-Centered and Employee-Centered Leadership
496(1)
Initiating Structure and Consideration
496(1)
Why Trait and Behavioral Approaches Fall Short
497(1)
Situational Approaches
497(9)
Fiedler's Contingency Leadership Model
498(2)
Vroom-Jago Leadership Model
500(2)
Path-Goal Leadership Model
502(2)
Hersey-Blanchard Situational Leadership Model
504(2)
Comparing the Situational Approaches
506(1)
Other Perspectives, Concepts, and Issues of Leadership
506(9)
Charismatic Leadership
507(3)
Transactional and Transformational Leadership
510(2)
Leader-Member Exchange Approach
512(2)
Coaching
514(1)
Multicultural Leadership
515(1)
Cross-Cultural Research
515(1)
Substitutes for Leadership
516(2)
Summary of Key Points
518(1)
Review and Discussion Questions
518(1)
Reading
519(2)
Exercises
521(3)
Case
524(4)
Part Four Video Case
528(1)
PART FIVE ORGANIZATIONAL DESIGN, CHANGE, AND INNOVATION
529(92)
Organizational Structure and Design
531(48)
Designing an Organizational Structure
532(1)
Division of Labor
533(1)
Delegation of Authority
534(2)
Reasons to Decentralize Authority
535(1)
Reasons to Centralize Authority
535(1)
Decision Guidelines
536(1)
Departmental Bases
536(3)
Functional Departmentalization
536(1)
Geographic Departmentalization
537(1)
Product Departmentalization
538(1)
Customer Departmentalization
539(1)
Span of Control
539(1)
Required Contact
540(1)
Degree of Specialization
540(1)
Ability to Communicate
540(1)
Dimensions of Structure
540(3)
Formalization
541(1)
Centralization
542(1)
Complexity
542(1)
Organizational Design Models
543(7)
The Mechanistic Model
544(2)
The Organic Model
546(1)
The Matrix Model
547(3)
Multinational Structure and Design
550(2)
Virtual Organizations
552(3)
The Realities of Virtual Organizations
553(2)
Boundaryless Organizations
555(1)
Summary of Key Points
555(1)
Review and Discussion Questions
556(1)
Reading
557(9)
Exercise
566(2)
Case
568(11)
Managing Change and Innovation
579(42)
Alternative Change Management Approaches
581(1)
Managing Change through Power
581(1)
Managing Change through Reason
582(1)
Managing Change through Reeducation
582(1)
Learning Principles in Change Management
582(1)
Change Agents: Forms of Intervention
583(5)
External Change Agents
584(1)
Internal Change Agents
584(1)
External-Internal Change Agents
584(1)
Resistance to Change
585(1)
Individual Resistance
586(1)
Organizational Resistance
586(1)
Strategies for Overcoming Resistance to Change
587(1)
A Model for Managing Organizational Change
588(2)
Forces for Change
590(1)
External Forces
590(1)
Internal Forces
591(1)
Diagnosis of a Problem
591(1)
Selection of Appropriate Methods
592(10)
Structural Approaches
593(1)
Task and Technological Approaches
594(1)
Human Asset Approaches
595(4)
Multifaceted Approaches
599(1)
Appreciative Inquiry
600(2)
Impediments and Limiting Conditions
602(1)
Leadership Climate
602(1)
Formal Organization
602(1)
Organizational Culture
602(1)
Implementing the Method
602(1)
Evaluating Program Effectiveness
603(1)
How Effective Are Change Interventions?
604(1)
Some Guidelines for Managing Change
605(1)
Summary of Key Points
605(1)
Review and Discussion Questions
606(1)
Reading
606(6)
Exercise
612(2)
Case
614(6)
Part Five Video Case
620(1)
Appendix A Quantitative and Qualitative Research Techniques for Studying Organizational Behavior and Management Practice 621(8)
Glossary 629(12)
Endnotes 641(36)
Name Index 677(10)
Company Index 687(3)
Subject Index 690


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