Organizational Behavior: Core Concepts,9780073530291

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Organizational Behavior: Core Concepts

by Kinicki, Angelo

Edition:

1st

ISBN13:

9780073530291

ISBN10:

0073530298

Format:

Paperback

Pub. Date:

7/5/2007

Publisher(s):

McGraw-Hill/Irwin

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Summary

Organizational Behavior: Core Concepts was written with the goal of creating a short, up-to-date, practical, user-friendly, interesting, and engaging introduction to the field of organizational behavior. Angelo Kinicki accomplished this goal by selecting content on the basis of his experience in teaching and writing OB textbooks and the desire to provide a brief book on organizational behavior. The 14 chapters present concise coverage of key concepts needed to help students gain an understanding about individual, group, and organizational behavior. The focus is more on content than pedagogy in order to allow instructors the flexibility to incorporate their own case selections and supplementary materials into their courses. Another key feature of Organizational Behavior: Core Concepts is a boxed feature that provides information about ancillary materials that can be used to enhance student learning and to facilitate a more interactive learning environment. This box identifies when students can test their mastery of the content or enhance their understanding by taking one of 38 Test Your Knowledge Quizzes or 20 self-assessment surveys. The box also calls out when instructors might use 23 group exercises and 15 Manager's Hot Seat video segments to supplement their lectures and facilitate student involvement and interactions. Finally, Organizational Behavior: Core Concepts contains coverage of cutting edge topics and timely examples.

About the Author	p. iv
Preface	p. v
Organizational Behavior: Why People Matter to Organizations	p. 1
Managers Get Results with and through Others	p. 2
A Skills Profile for Managers	p. 2
Importance of Ethical Behavior	p. 3
The Global Context: Cultural Differences	p. 5
Twenty-first-Century Managers	p. 7
Roots of Organizational Behavior as a Discipline	p. 7
Disciplines of Organizational Behavior	p. 8
Historical Roots: The Human Relations Movement	p. 8
Total Quality Management	p. 10
Contingency Approach to Management	p. 11
New Directions in OB	p. 12
The Age of Human and Social Capital	p. 12
Positive Organizational Behavior	p. 14
The Internet Revolution and OB	p. 15
Managing Individuals in Organizations	p. 19
Perception and Diversity: Why Viewpoints Differ	p. 20
A Social Information Processing Model of Perception	p. 21
Selective Attention/Comprehension	p. 22
Encoding and Simplification	p. 22
Storage and Retention	p. 24
Retrieval and Response	p. 25
Cultural Influences: Perceptions of Time	p. 25
Managerial Implications	p. 26
Causal Attributions	p. 27
Kelley's Model of Attribution	p. 27
Attributional Tendencies	p. 28
Defining and Managing Diversity	p. 29
Affirmative Action and Managing Diversity	p. 30
Diversity in the Workforce	p. 32
Organizational Practices That Effectively Manage Diversity	p. 35
Barriers and Challenges	p. 35
Diversity Initiatives	p. 36
Individual Differences: What Makes Employees Unique	p. 37
From Self-Concept to Self-Management	p. 38
Self-Esteem	p. 39
Self-Efficacy	p. 39
Self-Monitoring	p. 42
Self-Management: A Social Learning Model	p. 43
Personality Dynamics	p. 46
The Big Five Personality Dimensions	p. 46
Locus of Control: Self or Environment?	p. 48
Attitudes	p. 49
Intelligence and Cognitive Abilities	p. 50
Organizational Behavior Gets Emotional	p. 50
Positive and Negative Emotions	p. 51
Moods Are Contagious	p. 51
Emotional Labor	p. 52
Emotional Intelligence	p. 53
Motivation in Theory: What Makes Employees Try Harder	p. 54
Content Theories of Motivation	p. 55
Maslow's Need Hierarchy Theory	p. 55
Alderfer's ERG Theory	p. 56
McClelland's Need Theory	p. 56
Herzberg's Motivator-Hygiene Theory	p. 57
Process Theories of Motivation	p. 58
Equity Theory	p. 58
Expectancy Theory	p. 61
Motivation through Goal Setting	p. 63
Motivating Employees through Job Design	p. 64
Mechanistic Approach	p. 64
Motivational Approaches	p. 65
Biological and Perceptual-Motor Approaches	p. 67
Putting Motivational Theories to Work	p. 68
Motivation in Practice: How to Bring out the Best in People	p. 69
Goal Setting	p. 70
Types of Goals	p. 71
Management by Objectives	p. 71
Goal-Setting Process	p. 71
Feedback	p. 73
Functions of Feedback	p. 73
Recipients of Feedback	p. 74
Nontraditional Feedback: Upward and 360 Degrees	p. 75
Organizational Reward Systems	p. 76
Reward Systems	p. 76
Intrinsic Rewards	p. 77
Extrinsic Rewards	p. 78
Positive Reinforcement	p. 80
Contingent Consequences	p. 80
Schedules of Reinforcement	p. 82
Behavior Shaping	p. 83
Managing Groups and Making Decisions in Organizations	p. 85
Groups and Teamwork: How Groups Work and How to Lead Them	p. 86
Fundamentals of Group Behavior	p. 87
Formal and Informal Groups	p. 87
Group Development	p. 88
Group Member Roles	p. 90
Norms	p. 91
Teams, Trust, and Teamwork	p. 92
Teams: More Than Just a Group	p. 92
Developing Teamwork Competencies	p. 93
Trust: A Key Ingredient of Teamwork	p. 93
Self-Managed Teams	p. 94
Virtual Teams	p. 96
Threats to Group and Team Effectiveness	p. 97
Groupthink	p. 97
Social Loafing	p. 98
Decision Making: How Individuals and Groups Arrive at Decisions	p. 99
Models of Decision Making	p. 100
The Rational Model	p. 100
Simon's Normative Model	p. 101
Dynamics of Decision Making	p. 102
Improving Decision Making through Effective Knowledge Management	p. 102
General Decision-Making Styles	p. 104
Escalation of Commitment	p. 105
Creativity	p. 106
Group Decision Making	p. 108
Group Involvement in Decision Making	p. 108
Advantages and Disadvantages of Group-Aided Decision Making	p. 108
Participative Management	p. 110
Group Problem-Solving Techniques	p. 111
Conflict and Negotiation: Why Conflict Arises and What to Do about It	p. 115
A Modern View of Conflict	p. 116
A Conflict Continuum	p. 116
Functional versus Dysfunctional Conflict	p. 116
Antecedents of Conflict	p. 117
Why People Avoid Conflict	p. 117
Desired Outcomes of Conflict	p. 118
Major Forms of Conflict	p. 118
Personality Conflicts	p. 119
Intergroup Conflict	p. 120
Cross-Cultural Conflict	p. 122
Managing Conflict	p. 123
Programming Functional Conflict	p. 123
Alternative Styles for Handling Dysfunctional Conflict	p. 125
Third-Party Interventions: Alternative Dispute Resolution	p. 127
Negotiating	p. 128
Basic Types of Negotiation	p. 128
Added-Value Negotiation	p. 129
Applying Negotiation Skills: How to Negotiate Your Pay and Benefits	p. 129
Managing Processes of Organizations	p. 131
Communication: How to Get Messages Across-Online and Off	p. 132
Dimensions of the Communication Process	p. 133
A Perceptual Process Model of Communication	p. 133
Communication Distortion between Managers and Employees	p. 135
Interpersonal Communication	p. 136
Assertiveness, Aggressiveness, and Nonassertiveness	p. 136
Sources of Nonverbal Communication	p. 138
Active Listening	p. 139
Communication Styles of Women and Men	p. 140
Communication in the Computerized Information Age	p. 142
Internet, Intranets, and Extranets	p. 142
Electronic Mail and Instant Messaging	p. 143
Blogs	p. 145
Videoconferencing	p. 145
Group Support Systems	p. 145
Telecommuting	p. 146
Barriers to Effective Communication	p. 146
Process Barriers	p. 146
Personal Barriers	p. 147
Cultural Barriers: High- and Low-Context Cultures	p. 147
Physical Barriers	p. 148
Semantic Barriers	p. 149
Power and Politics: How People Influence One Another	p. 150
Influencing Others	p. 151
Generic Influence Tactics	p. 151
Influence Outcomes	p. 152
Practical Research Insights	p. 152
Strategic Alliances and Reciprocity	p. 153
Social Power and Empowerment	p. 153
Bases of Power	p. 154
Practical Lessons from Research	p. 155
Employee Empowerment	p. 155
Organizational Politics and Impression Management	p. 157
Definition and Domain of Organizational Politics	p. 157
Impression Management	p. 159
Keeping Organizational Politics in Check	p. 161
Leadership: What Makes an Effective Leader	p. 162
What Does Leadership Involve?	p. 163
Trait and Behavioral Theories of Leadership	p. 163
Trait Theory	p. 164
Behavioral Styles Theory	p. 165
Situational Theories	p. 167
Fiedler's Contingency Model	p. 167
Path-Goal Theory	p. 169
The Full-Range Model of Leadership: From Transactional to Transformational Leadership	p. 171
How Transformational Leadership Transforms Followers	p. 172
Research and Managerial Implications	p. 173
Additional Perspectives on Leadership	p. 174
International Leadership: Lessons from the GLOBE Project	p. 174
The Leader-Member Exchange Model of Leadership	p. 175
Shared Leadership	p. 177
Servant-Leadership	p. 178
Level 5 Leadership	p. 179
Meeting Organizational Challenges	p. 181
Organizational Culture: How Organizations Create and Transmit a Culture	p. 182
Organizational Culture: Definition and Context	p. 183
Dynamics of Organizational Culture	p. 183
Layers of Organizational Culture	p. 183
Functions of Organizational Culture	p. 185
Types of Organizational Culture	p. 186
Outcomes Associated with Organizational Culture	p. 188
How Cultures Are Embedded in Organizations	p. 189
The Organizational Socialization Process	p. 190
Phases of Organizational Socialization	p. 191
Practical Application of Socialization Research	p. 193
Embedding Organizational Culture through Mentoring	p. 1948
Functions of Mentoring	p. 194
Developmental Networks That Underlie Mentoring	p. 194
Personal and Organizational Implications	p. 196
Organizational Design: How a Structure Connects Employees and Tasks	p. 197
Organizations: Definition and Dimensions	p. 198
What Is an Organization?	p. 198
Organization Charts: Dimensions of an Organization's Structure	p. 198
Organizational Metaphors	p. 200
Needed: Open-System Thinking	p. 201
Organizations as Military/Mechanical Bureaucracies	p. 201
Organizations as Biological Systems	p. 202
Organizations as Cognitive Systems	p. 202
Striving for Organizational Effectiveness	p. 203
Generic Effectiveness Criteria	p. 204
Mixing Effectiveness Criteria: Practical Guidelines	p. 205
The Contingency Approach to Designing Organizations	p. 206
Mechanistic versus Organic Organizations	p. 206
New-Style versus Old-Style Organizations	p. 208
Virtual Organizations	p. 208
Change and Learning Organizations: How to thrive in a Turbulent World	p. 211
Forces of Change	p. 212
External Forces	p. 212
Internal Forces	p. 213
Models of Planned Change	p. 213
Lewin's Change Model	p. 214
A Systems Model of Change	p. 215
Steps for Leading Organizational Change	p. 217
Organization Development	p. 217
Resistance to Change	p. 220
Why Employees Resist Change	p. 220
Strategies for Overcoming Resistance to Change	p. 221
Creating a Learning Organization	p. 223
Organizational Learning and Learning Organizations	p. 223
Building an Organization's Learning Capability	p. 224
Leadership: Foundation of a Learning Organization	p. 226
Unlearning the Organization	p. 227
End Notes	p. 228
Glossary	p. 282
Index	p. 288
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