Essentials of Organizational Behavior

by Robbins, Stephen P.

• ISBN13: 9780130353092
• ISBN10: 0130353094
• Additional ISBN(s): 9780130835727, 9780131445710
• Edition: 7th
• Format: Paperback
• Copyright: 2003-01-01
• Publisher: Pearson College Div
• More Book Details
• Purchase Benefits

Summary

For one-semester, undergraduate and graduate level courses in Organizational Behavior. This text provides balanced coverage of key topics in Organizational Behavior including traditional as well as cutting-edge issues. At 300 pages, it's a viable alternative to the traditional 600-700 page core text. The absence of end-of-chapter pedagogy makes it flexible enough to combine with outside cases, readings, and experiential materials.

Table of Contents

Preface	xvii
Part I PROLOGUE	1	(13)
Introduction to Organizational Behavior	1	(13)
The Field of Organizational Behavior	2	(3)
Definition	2	(1)
Contributing Disciplines	3	(2)
Goals of Organizational Behavior	5	(1)
Explanation	5	(1)
Prediction	5	(1)
Control	5	(1)
Challenges and Opportunities for OB: A Managerial Perspective	6	(6)
Improving Quality and Productivity	6	(1)
Improving People Skills	7	(1)
Managing Workforce Diversity	7	(1)
Responding to Globalization	8	(1)
Empowering People	9	(1)
Stimulating Innovation and Change	9	(1)
Coping with ``Temporariness''	10	(1)
Helping Employees Balance Work/Life Conflicts	10	(1)
Declining Employee Loyalty	11	(1)
Improving Ethical Behavior	11	(1)
The Plan of This Book	12	(2)
Part II THE INDIVIDUAL IN THE ORGANIZATION	14	(70)
Foundations of Individual Behavior	14	(16)
Values	14	(5)
Types of Values	15	(2)
Values, Loyalty, and Ethical Behavior	17	(1)
Values Across Cultures	17	(2)
Attitudes	19	(4)
Job Satisfaction	19	(2)
Reducing Dissonance	21	(1)
The Attitude/Behavior Relationship	22	(1)
Perception	23	(3)
Factors Influencing Perception	23	(1)
Attribution Theory	23	(2)
Shortcuts to Judging Others	25	(1)
Learning	26	(1)
Implications for Managers	27	(3)
Personality and Emotions	30	(12)
Personality	30	(6)
The Myers-Briggs Type Indicator	31	(1)
The Big-Five Model	31	(1)
Other Key Personality Attributes	32	(1)
Personality and National Culture	33	(1)
Matching Personalities and Jobs	34	(2)
Emotions	36	(5)
What Are Emotions?	36	(1)
Felt Versus Displayed Emotions	37	(1)
The Six Universal Emotions	38	(1)
Gender and Emotions	38	(1)
Emotions and National Culture	39	(1)
OB Applications	39	(2)
Implications for Managers	41	(1)
Basic Motivation Concepts	42	(13)
What Is Motivation?	43	(1)
Early Theories of Motivation	43	(4)
Hierarchy of Needs Theory	43	(2)
Theory X and Theory Y	45	(1)
Two-Factor Theory	45	(2)
Contemporary Theories of Motivation	47	(6)
McClelland's Theory of Needs	47	(1)
Goal-Setting Theory	48	(1)
Reinforcement Theory	49	(1)
Equity Theory	50	(2)
Expectancy Theory	52	(1)
Don't Forget: Motivation Theories Are Culture-Bound!	53	(1)
Implications for Managers	54	(1)
Motivation: From Concepts to Applications	55	(14)
Management by Objectives	55	(3)
What is MBO?	56	(1)
Linking MBO and Goal-Setting Theory	57	(1)
MBO in Practice	57	(1)
Behavior Modification	58	(2)
What Is OB Mod?	58	(2)
Linking OB Mod and Reinforcement Theory	60	(1)
OB Mod in Practice	60	(1)
Employee Recognition Programs	60	(1)
What Are Employee Recognition Programs?	60	(1)
Linking Recognition Programs and Reinforcement Theory	61	(1)
Employee Recognition Programs in Practice	61	(1)
Employee Involvement Programs	61	(3)
What Is Employee Involvement?	61	(1)
Examples of Employee Involvement Programs	62	(1)
Linking Employee Involvement Programs and Motivation Theories	63	(1)
Employee Involvement Programs in Practice	63	(1)
Variable-Pay Programs	64	(2)
What Are Variable-Pay Programs?	64	(1)
Linking Variable-Pay Programs and Expectancy Theory	65	(1)
Variable-Pay Programs in Practice	66	(1)
Skill-Based Pay Plans	66	(2)
What Are Skill-Based Pay Plans?	66	(1)
Linking Skill-Based Pay Plans to Motivation Theories	67	(1)
Skill-Based Pay in Practice	67	(1)
Implications for Managers	68	(1)
Individual Decision Making	69	(15)
How Should Decisions Be Made?	70	(3)
The Rational Decision-Making Process	70	(1)
Improving Creativity in Decision Making	71	(2)
How Decisions Are Actually Made in Organizations	73	(9)
Bounded Rationality	73	(1)
Intuition	74	(1)
Identifying Problems	75	(1)
Developing Alternatives	75	(1)
Making Choices	76	(1)
Individual Differences	77	(3)
Organizational Constraints	80	(1)
Cultural Differences	81	(1)
Ethics in Decision Making	82	(1)
Implications for Managers	83	(1)
Part III GROUPS IN THE ORGANIZATION	84	(94)
Foundations of Group Behavior	84	(16)
Defining and Classifying Groups	84	(1)
Basic Group Concepts	85	(9)
Roles	85	(2)
Norms	87	(3)
Cohesiveness	90	(1)
Size	90	(2)
Composition	92	(1)
Status	93	(1)
Group Decision Making	94	(4)
The Individual Versus the Group	94	(1)
Groupthink and Groupshift	95	(2)
Selecting the Best Group Decision-Making Technique	97	(1)
Implications for Managers	98	(2)
Understanding Work Teams	100	(13)
Why Have Teams Become So Popular?	101	(1)
Teams Versus Groups: What's the Difference?	101	(1)
Types of Teams	102	(3)
Problem-Solving Teams	102	(1)
Self-Managed Work Teams	103	(1)
Cross-Functional Teams	104	(1)
Virtual Teams	104	(1)
Creating Effective Teams	105	(5)
Work Design	105	(1)
Composition	106	(2)
Context	108	(1)
Process	109	(1)
Turning Individuals into Team Players	110	(2)
The Challenge	110	(1)
Shaping Team Players	111	(1)
Implications for Managers	112	(1)
Communication	113	(17)
Functions of Communication	114	(1)
The Communication Process	114	(1)
Direction of Communication	115	(1)
Downward	115	(1)
Upward	115	(1)
Lateral	116	(1)
Interpersonal Communication	116	(3)
Oral Communication	116	(1)
Written Communication	117	(1)
Nonverbal Communication	117	(2)
Organizational Communication	119	(4)
Formal Small-Group Networks	119	(1)
The Grapevine	119	(2)
Computer-Aided Communication	121	(2)
Barriers to Effective Communication	123	(1)
Filtering	123	(1)
Selective Perception	123	(1)
Information Overload	123	(1)
Gender Styles	123	(1)
Emotions	124	(1)
Language	124	(1)
Cross-Cultural Communication	124	(2)
Cultural Context	125	(1)
A Cultural Guide	126	(1)
Ethics in Communication: Is It Wrong to Tell a Lie?	126	(1)
Implications for Managers	126	(4)
Leadership and Creating Trust	130	(20)
What Is Leadership?	130	(1)
Trait Theories	131	(1)
Behavioral Theories	131	(3)
Ohio State Studies	132	(1)
University of Michigan Studies	133	(1)
The Managerial Grid	133	(1)
Summary of Behavioral Theories	133	(1)
Contingency Theories	134	(7)
The Fiedler Model	135	(2)
Leader-Member Exchange Theory	137	(1)
Path-Goal Theory	137	(2)
Leader-Participation Model	139	(1)
Gender As a Contingency Variable: Do Males and Females Lead Differently?	139	(2)
Trait Theories Updated: Charismatic Leadership	141	(1)
Visionary Leadership	142	(1)
Team Leadership	142	(1)
Is Leadership Always Relevant?	143	(1)
Trust and Leadership	144	(4)
What Is Trust?	144	(2)
Trust and Leadership	146	(1)
Three Types of Trust	146	(1)
How Do You Build Trust?	147	(1)
Implications for Managers	148	(2)
Power and Politics	150	(13)
A Definition of Power	150	(1)
Contrasting Leadership and Power	151	(1)
Bases of Power	152	(2)
Coercive Power	152	(1)
Reward Power	153	(1)
Legitimate Power	153	(1)
Expert Power	153	(1)
Referent Power	153	(1)
Dependency: The Key to Power	154	(1)
The General Dependency Postulate	154	(1)
What Creates Dependency?	154	(1)
Power in Groups: Coalitions	155	(1)
Power and Sexual Harassment	156	(1)
Politics: Power in Action	157	(5)
A Definition of Political Behavior	157	(1)
The Importance of a Political Perspective	158	(1)
Factors Contributing to Political Behavior	158	(2)
Impression Management	160	(1)
The Ethics of Behaving Politically	161	(1)
Implications for Managers	162	(1)
Conflict and Negotiation	163	(15)
A Definition of Conflict	163	(1)
Transitions in Conflict Thought	164	(1)
The Traditional View	164	(1)
The Human Relations View	165	(1)
The Interactionist View	165	(1)
Differentiating Functional from Dysfunctional Conflicts	165	(1)
The Conflict Process	166	(5)
Stage I: Potential Opposition	166	(2)
Stage II: Cognition and Personalization	168	(1)
Stage III: Behavior	168	(1)
Stage IV: Outcomes	169	(2)
Negotiation	171	(5)
Bargaining Strategies	171	(2)
Issues in Negotiation	173	(3)
Implications for Managers	176	(2)
Part IV THE ORGANIZATION SYSTEM	178	(88)
Foundations of Organization Structure	178	(18)
What Is Organization Structure?	178	(7)
Work Specialization	179	(2)
Departmentalization	181	(1)
Chain of Command	182	(1)
Span of Control	183	(1)
Centralization and Decentralization	184	(1)
Formalization	184	(1)
Common Organizational Designs	185	(3)
The Simple Structure	185	(1)
The Bureaucracy	186	(1)
The Matrix Structure	187	(1)
New Options	188	(3)
The Team Structure	188	(1)
The Virtual Organization	189	(1)
The Boundaryless Organization	190	(1)
Why Do Structures Differ?	191	(2)
Strategy	191	(1)
Organization Size	192	(1)
Technology	192	(1)
Environmental Uncertainty	193	(1)
Organization Structure and Employee Behavior	193	(2)
Implications for Managers	195	(1)
Technology and Work Design	196	(19)
Technology in the Workplace	196	(4)
Continuous Improvement Processes	197	(1)
Process Reengineering	198	(1)
Mass Customization	199	(1)
Organizational Behavior in an E-World	200	(6)
What's an E-Organization?	200	(1)
Selected Implications for Individual Behavior	201	(2)
Selected Implications for Group Behavior	203	(2)
Will E-Orgs Redefine Interpersonal Relationships?	205	(1)
Work Design	206	(7)
Task Characteristic Theories	206	(3)
Work Redesign	209	(2)
Popular Work Schedule Options	211	(2)
Implications for Managers	213	(2)
Human Resource Policies and Practices	215	(15)
Employee Selection	216	(2)
Interviews	216	(1)
Written Tests	217	(1)
Performance-Simulation Tests	217	(1)
Training Programs	218	(2)
Types of Training	218	(2)
Training Methods	220	(1)
Performance Appraisal	220	(8)
Performance Appraisal and Motivation	221	(1)
What Do We Evaluate?	221	(1)
Who Should Do the Evaluating?	222	(1)
Performance Appraisal Methods	223	(2)
Suggestions for Improving Performance Appraisals	225	(1)
Don't Forget Performance Feedback!	226	(1)
What About Team Performance Appraisals?	227	(1)
Performance Appraisal in a Global Context	228	(1)
Implications for Managers	228	(2)
Organizational Culture	230	(18)
Defining Organizational Culture	231	(2)
Culture Is a Descriptive Term	231	(1)
Do Organizations Have Uniform Cultures?	231	(2)
Strong Versus Weak Cultures	233	(1)
What Does Culture Do?	233	(1)
Culture's Functions	233	(1)
Culture As a Liability	234	(1)
Creating and Sustaining Culture	234	(5)
How a Culture Begins	234	(1)
Keeping a Culture Alive	235	(3)
Summary: How Cultures Form	238	(1)
How Employees Learn Culture	239	(2)
Stories	239	(1)
Rituals	240	(1)
Material Symbols	240	(1)
Language	241	(1)
Managing Cultural Change	241	(1)
Creating an Ethical Organizational Culture	242	(1)
Spirituality and Organizational Culture	243	(3)
What Is Spirituality?	243	(1)
Why Spirituality Now?	243	(1)
Characteristics of a Spiritual Organization	244	(1)
Criticisms of Spirituality	245	(1)
Organizational Culture versus National Culture	246	(1)
Organizational Culture and the Paradox of Diversity	246	(1)
Implications for Managers	247	(1)
Organizational Change and Development	248	(18)
Forces for Change	248	(2)
Managing Planned Change	250	(1)
Two Views of Change	251	(2)
The ``Calm Waters'' Simile	251	(1)
The ``White-Water Rapids'' Simile	252	(1)
Putting the Two Views in Perspective	252	(1)
Resistance to Change	253	(4)
Individual Resistance	254	(1)
Organizational Resistance	254	(1)
Overcoming Resistance to Change	255	(2)
Managing Change Through Organizational Development	257	(3)
Sensitivity Training	257	(1)
Survey Feedback	258	(1)
Process Consultation	258	(1)
Team Building	259	(1)
Intergroup Development	260	(1)
Contemporary Issues in Organizational Change	260	(4)
Work Stress	261	(1)
Stimulating Innovation	262	(1)
Knowledge Management	263	(1)
Implications for Managers	264	(2)
Epilogue	266	(1)
Endnotes	267	(18)
Glindex (Index/Glossary)	285