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Organizational Behavior : An Experiential Approach,9780130176103
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Organizational Behavior : An Experiential Approach

by ; ; ;
Edition:
7th
ISBN13:

9780130176103

ISBN10:
0130176109
Format:
Paperback
Pub. Date:
1/1/2007
Publisher(s):
Prentice Hall

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Summary

The first edition of this text was developed at MIT in the late 1960s, at the same time the principles of experience-based learning were first being applied to the teaching of organization psychology. After decades of research and experience, the phenomenon of experiential learning has been accepted as an important and legitimate approach to looking at organizational behavior. Now, more than 30 years in the making, this text has been thoroughly updated and revised to offer the latest theories, observations, and essential experiences in organizational behavior as studied from an experiential approach. This text is focused on exercises, self-analysis techniques, and role-plays to make the insights of behavioral science meaningful and relevant to practicing managers and students. The text is organized into four parts, progressing from a focus on the individual to the group, the organization, and the organization-environment interface. No longer the passive recipient of information, this text turns students into the active creator of their own learning.

Table of Contents

Foreword xi
Preface xiii
Introduction to the Workbook xv
PART 1 Understanding Yourself and Other People at Work 1(144)
The Psychological Contract
2(18)
Objectives
2(18)
Vignette: ``The Young and the Restless''
2(2)
Premeeting Preparation
4(1)
Topic Introduction
5(5)
Procedure for Group Meeting: Instructor/Participant Interviews
10(3)
Follow-up
13(3)
Learning Points
16(1)
Tips for Managers
16(2)
Personal Application Assignment
18(2)
Theories of Managing People
20(17)
Objectives
20(17)
Vignette: ``The Jack and Herb Show''
20(3)
Premeeting Preparation
23(3)
Topic Introduction
26(5)
Procedure for Group Meeting: Manager of the Year Acceptance Speech
31(1)
Follow-up
32(1)
Learning Points
33(1)
Tips for Managers
34(1)
Personal Application Assignment
35(2)
Individual and Organizational Learning
37(22)
Objectives
37(22)
Vignette: ``Why Dumb Things Happen to Smart Companies''
37(3)
Premeeting Preparation
40(2)
Topic Introduction
42(8)
Procedure for Group Meeting: The Learning Style Inventory
50(1)
Creating a Learning Community
51(2)
Learning Points
53(2)
Tips for Managers
55(1)
Personal Application Assignment
56(3)
Individual and Organizational Behavior
59(36)
Objectives
59(36)
Vignette: ``Employee Motivation: Creating a Motivated Workforce''
59(4)
Premeeting Preparation
63(14)
Topic Introduction
77(5)
Procedure for Group Meeting: TAT Motive Analysis
82(4)
The Motivated Classroom
86(1)
Follow-up
86(4)
Learning Points
90(1)
Tips for Managers
91(2)
Personal Application Assignment
93(2)
Values and Ethics
95(21)
Objectives
95(21)
Vignette: ``Ray Anderson and the Natural Step''
95(2)
Premeeting Preparation
97(4)
Topic Introduction
101(6)
Procedure for Group Meeting: The Roger Worsham Case
107(2)
Follow-up
109(2)
Learning Points
111(1)
Tips for Managers
112(1)
Personal Application Assignment
113(3)
Career Development and Work Stress
116(29)
Objectives
116(29)
Vignette: ``Overload''
116(3)
Premeeting Preparation
119(6)
Topic Introduction
125(7)
Procedure for Group Meeting: The Life Line, Who Am I? and the Past Experience Inventory
132(3)
Follow-up
135(3)
Learning Points
138(1)
Tips for Managers
139(1)
Personal Application Assignment
140(5)
PART 2 Creating Effective Work Groups 145(140)
Interpersonal Communication
146(25)
Objectives
146(25)
Vignette: ``Communication Mistakes Only Really Smart People Make''
146(3)
Premeeting Preparation
149(4)
Topic Introduction
153(7)
Procedure for Group Meeting: Active Listening Exercise
160(5)
Follow-up
165(1)
Learning Points
166(1)
Tips for Managers
167(2)
Personal Application Assignment
169(2)
Perception and Attribution
171(18)
Objectives
171(18)
Vignette; ``The Blind Man and the Elephant''
171(1)
Premeeting Preparation
172(1)
Topic Introduction
172(5)
Procedure for Group Meeting: How I See Myself and Others
177(5)
Follow-up
182(3)
Learning Points
185(1)
Tips for Managers
185(2)
Personal Application Assignment
187(2)
Group Dynamics and Work Teams
189(24)
Objectives
189(24)
Vignette: ``A Fair Day's Work''
189(1)
``How Lynn Mercer Manages a Factory That Manages Itself''
190(1)
Premeeting Preparation
191(1)
Topic Introduction
192(9)
Procedure for Group Meeting: The Inner-Outer Exercise
201(2)
Follow-up
203(4)
Learning Points
207(2)
Tips for Managers
209(1)
Personal Application Assignment
210(3)
Problem Solving and Creativity
213(29)
Objectives
213(29)
Vignette: ``Bears and Honey Pots''
213(1)
Premeeting Preparation
214(2)
Topic Introduction
216(9)
Procedure for Group Planning: Cardiotronics Role Play
225(9)
Follow-up
234(3)
Learning Points
237(1)
Tips for Managers
237(2)
Personal Application Assignment
239(3)
Conflict and Negotiation
242(23)
Objectives
242(23)
Vignette: ``Costa Rica's Alternative to Labor Conflict---Solidarismo''
242(1)
Premeeting Preparation
243(1)
Topic Introduction
244(8)
Procedure for Group Meeting: The Red-Green Game
252(1)
The Film-Making Equipment
253(3)
Follow-up
256(4)
Learning Points
260(1)
Tips for Managers
261(1)
Personal Application Assignment
262(3)
Managing Diversity
265(20)
Objectives
265(20)
Vignette: ``What's Your Eccentricty Quotient?''
265(1)
Premeeting Preparation
266(2)
Topic Introduction
268(6)
Procedure for Group Meeting: Cross-Cultural Competency Skits
274(1)
The Embassy Reception
275(2)
Follow-up
277(3)
Learning Points
280(1)
Tips for Managers
281(1)
Personal Application Assigmnent
282(3)
PART 3 Leadership and Management 285(154)
Leadership
286(15)
Objectives
286(15)
Vignette: ``Arrogance: The Executive Achilles' Heel''
286(1)
Premeeting Preparation
287(1)
Topic Introduction
288(5)
Procedure for Group Meeting: The Perfect Square
293(2)
Follow-up
295(1)
Learning Points
296(1)
Tips for Managers
297(1)
Personal Application Assignment
298(3)
Organizational Culture
301(25)
Objectives
301(25)
Vignette: ``Southwest: Back to the FUNdamentals''
301(2)
Premeeting Preparation
303(2)
The Ecoquest Case, PART I
305(3)
Topic Introduction
308(6)
Procedure for Group Meeting: The Ecoquest Case
314(3)
Assessing the Organizational Culture of the Classroom
317(1)
Follow-up
318(2)
Learning Points
320(1)
Tips for Managers
321(1)
Personal Application Assignment
322(4)
Decision Making
326(24)
Objectives
326(24)
Vignette: ``Pajama Talk''
326(1)
Premeeting Preparation
327(6)
Topic Introduction
333(6)
Procedure for Group Meeting
339(2)
Follow-up
341(4)
Learning Points
345(1)
Tips for Managers
346(1)
Personal Application Assignment
347(3)
Power and Influence
350(28)
Objectives
350(28)
Vignette: ``How to Manage the Boss''
350(2)
Premeeting Preparation
352(1)
Topic Introduction
353(6)
Procedure for Group Meeting: Influence Role Play
359(14)
Follow-up
373(1)
Learning Points
374(1)
Tips for Managers
375(1)
Personal Application Assignment
376(2)
Empowerment and Coaching
378(45)
Objectives
378(45)
Vignette: ``Nobody's as Smart as Everybody''
378(2)
Premeeting Preparation
380(2)
Topic Introduction
382(5)
Procedure for Group Meeting: The Enterprise Merger Game
387(9)
Follow-up
396(2)
Learning Points
398(1)
Tips for Managers
399(1)
Personal Application Assignment
400(23)
Performance Appraisal
423(16)
Objectives
423(16)
Vignette: ``Leader as Developer''
423(1)
Premeeting Preparation
424(1)
Topic Introduction
425(3)
Procedure for Group Meeting: Performance Appraisal Role Plays
428(4)
Follow-up
432(3)
Learning Points
435(1)
Tips for Managers
435(2)
Personal Application Assignment
437(2)
PART 4 Managing Effective Organizations 439(64)
Organization Design
440(24)
Objectives
440(24)
Vignette: ``Permeability in Action: Case Study of a Boundaryless Organization''
440(3)
Premeeting Preparation
443(3)
Topic Introduction
446(10)
Procedure for Group Meeting: Structure, Inc.
456(1)
Follow-up
457(3)
Learning Points
460(1)
Tips for Managers
461(1)
Personal Application Assignment
462(2)
Managing Change
464(39)
Objectives
464(39)
Vignette: ``How to Live in a Fad Culture''
464(2)
``Rate Your Readiness to Change''
466(4)
Premeeting Preparation
470(1)
Topic Introduction
470(10)
Procedure For Group Meeting: The Hollow Square Exercise
480(4)
Follow-up
484(2)
Learning Points
486(1)
Tips for Managers
487(1)
Personal Application Assignment
488(15)
Integrative Cases 503(54)
The Donor Services Case
503(4)
Custom Chip, Inc.
507(8)
Rudi Gassner and the Executive Committee of BMG International
515(18)
Women and Global Leadership At Bestfoods
533(24)
Index 557

Excerpts

Preface This seventh edition ofOrganizational Behavior: An Experiential Approachis the latest improvement on an experiment that began over 30 years ago. The first edition of this book was developed at MIT in the late 1960s and was the first application of the principles of experience-based learning to teaching in the field of organizational psychology. Since then the field has changed, the practice of experience-based learning has grown in acceptance and sophistication, and we, the authors, have changed. The field of organizational behavior has grown rapidly in this time period and is today a complex tapestry of historical trends, contemporary trends, and new emerging trends. In the Introduction that follows we will describe these trends in more detail. In comparison with previous editions, more emphasis has been placed upon cross-cultural issues throughout the book and integrative cases have been added at the end. We made substantial revisions in every chapter, adding recent research findings, new information on companies, and, in some chapters, new exercises. As always, our objective was not to overwhelm students with a comprehensive array of theories and findings, but to provide them with the essential materials and experiences they need to become effective managers and good employees. Since the publication of our first edition, a number of other experience-based texts have been published in organizational behavior and other management specialties, and experiential-learning approaches have become widely accepted in higher education, particularly in programs for adult learners. The value of educational approaches that link the concepts and techniques of academia with learners' personal experiences in the real world is no longer questioned. In this latest edition we have attempted to reflect the state of the art in the practice of experiential learning and to bring these approaches to bear on the latest thinking and research in the field of organizational behavior. This book is intended for students and managers who wish to explore the personal relevance and conceptual bases of the phenomena of organizational behavior. There are two goals in the experiential learning process. One is to learn the specifics of a particular subject matter. The other is to learn about one's own strengths and weaknesses as a learner (i.e., learning how to learn from experience). Thus, the book is focused upon exercises, self-analysis techniques, and role plays to make the insights of behavioral science meaningful and relevant to practicing managers and students. Each chapter is designed as an educational intervention that facilitates each stage of the experience-based learning process. Exercises and simulations are designed to produce experiences that create the phenomena of organizational behavior. Observation schemes and methods are introduced to facilitate understanding of these experiences. Theories and models are added to aid in forming generalizations. And finally, the intervention is structured in a way that encourages learners to experiment with and test what they have learned either in class or other areas of their lives. Our purpose is to teach students how to learn so that they will become continuous learners, capable of responding to demands for change and new skills throughout their career. Learning is no longer a special activity reserved for the classroom, but an integral and explicit part of work itself. In addition to teaching students to be life-long learners, the exercises and the order of the chapters are designed to facilitate self-knowledge and team work. Students should leave this course with a much clearer understanding of themselves and the effect their behavior has on others. Students work in the same learning groups throughout the course. In these groups, members share their experiences and provide support, advice, feedback, and friendship to each other. A by-product


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