Management of Organizational Behavior: Utilzing Human Resources

by Paul Hersey; Kenneth H. Blanchard

• ISBN13: 9780132441124
• ISBN10: 0132441128
• Edition: 7th
• Format: Paperback
• Copyright: 1996-04-01
• Publisher: Pearson College Div

Summary

Used by more than a million people throughout the world, this highly readable book provides a comprehensive examination of the applied behavioral sciences, and focuses on fundamental ideas which have stood the test of years of application in academic, business, not-for-profit and administrative environments. Builds on the concepts and techniques of two important applied behavioral science approaches: Situational Leadership and One Minute Management. Highlights many real world examples not only from the business world but also from fields such as nursing, education, athletic administration, and communications.

Table of Contents

Preface	xxiii
Management: An Applied Behavioral Sciences Approach	1	(23)
Organizations as Sources of Competitive Advantage	3	(1)
Capabilities of Effective Organizations	3	(1)
The Challenges of Leading an Organization	3	(2)
A Look Back	5	(1)
Successful Versus Unsuccessful Sciences	5	(2)
Change	6	(1)
Management Defined	7	(2)
One Distinction between Management and Leadership	7	(1)
Another Distinction between Management and Leadership	7	(1)
Are Leadership and Management Really Necessary?	8	(1)
Are Leaders Born or Made?	9	(1)
Three Competencies of Leadership	9	(1)
Management Process	10	(1)
Skills of a Manager	11	(2)
Emphasis on Human Skills	12	(1)
Organizations as Social Systems	13	(3)
Managerial Roles in a Social System	13	(3)
The Changing Face of Management	16	(1)
Ingredients for Effective Human Skills	17	(3)
Understanding Behavior	17	(1)
Predicting Behavior	17	(1)
Directing, Changing, and Controlling Behavior	18	(1)
Controlling People	18	(1)
A Hammer Won't Always Do the Job	18	(1)
Learning to Apply Behavioral Science Theory	19	(1)
Applied Behavioral Sciences	20	(1)
What Is a Behavioral Scientist?	20	(1)
The Design of This Book	21	(1)
Notes	22	(2)
Motivation and Behavior	24	(40)
Theories of Behavior	24	(8)
Goal-Oriented Behavior	25	(1)
The Causal Sequence	26	(1)
Motives	27	(1)
Goals	27	(1)
Motive Strength	28	(1)
Changes in Motive Strength	28	(4)
Categories of Activities	32	(1)
Motives, Goals, and Activities	33	(3)
Expectancy Theory	36	(1)
Availability	37	(2)
Personality Development	39	(1)
Changing Personality	39	(1)
Hierarchy of Needs	40	(5)
Alderfer's Erg Theory	45	(1)
Motivational Research	46	(15)
Physiological Needs	46	(1)
Safety Needs	46	(2)
Social Needs	48	(2)
Esteem Needs	50	(2)
Self-actualization Needs	52	(4)
Money Motive	56	(2)
Some Recent Thoughts About Money	58	(1)
What Do Workers Want From Their Jobs?	58	(1)
What Do Workers Want?---1949	59	(2)
What Do Workers Want?---Recent Findings	61	(1)
Summary	61	(1)
Notes	62	(2)
Motivating Environment	64	(26)
The Hawthorne Studies	65	(2)
Theory X and Theory y	67	(4)
Informal Work Groups	71	(1)
Increasing Interpersonal Competence	72	(5)
Argyris's Immaturity-Maturity Theory	73	(2)
Theory into Practice	75	(2)
Motivation-Hygiene Theory	77	(7)
Hygiene Factors	78	(1)
Motivators	78	(2)
The Relationship of Herzberg's Theory to Maslow's Theory	80	(1)
Job Enrichment	81	(1)
Example of Job Enrichment	82	(1)
A Problem of Placement	83	(1)
Motivation and Satisfaction	84	(1)
Integration of Four Motivation Theories	84	(2)
Self-Concept and Perception	86	(1)
Attribution Theory	86	(1)
Putting Ideas Together	87	(1)
Summary	88	(1)
Notes	88	(2)
Leadership: An Initial Perspective	90	(30)
Leadership Defined	90	(1)
Leaders as Vision Creators	91	(7)
The SOAR Peak Performance Model	91	(3)
Vision to Results Model	94	(4)
Legacies of the Past	98	(1)
Schools of Organizational Theory	99	(2)
Scientific Management Movement	100	(1)
Human Relations Movement	100	(1)
Trait Approach to Leadership	101	(4)
Negative Leadership Traits	103	(2)
Attitudinal Approaches	105	(11)
Ohio State Leadership Studies	105	(1)
Michigan Leadership Studies	106	(1)
Group Dynamics Studies	107	(1)
Rensis Likert's Management Systems	108	(3)
Theory into Practice	111	(3)
The Leadership Grid	114	(2)
Is There a Best Style of Leadership?	116	(2)
Preview	118	(1)
Notes	118	(2)
Leadership: Situational Approaches	120	(24)
Situational Approaches to Leadership	121	(17)
Tannenbaum-Schmidt Continuum of Leader Behavior	121	(2)
Fiedler's Contingency Model	123	(3)
House-Mitchell Path-Goal Theory	126	(2)
Stinson-Johnson Model	128	(1)
Vroom-Yetton Contingency Model	129	(5)
Hersey-Blanchard Tridimensional Leader Effectiveness Model	134	(4)
What About Consistency?	138	(1)
Attitude Versus Behavior	139	(3)
Summary	142	(1)
Notes	142	(2)
Determining Effectiveness	144	(20)
Management Effectiveness Versus Leadership Effectiveness	144	(1)
Successful Leadership Versus Effective Leadership	145	(4)
What Determines Organizational Effectiveness?	149	(6)
Causal Variables	149	(1)
Intervening Variables	150	(1)
Output, or End Result, Variables	150	(2)
Long-Term Goals versus Short-Term Goals	152	(1)
Organizational Dilemma	152	(3)
Integration of Goals and Effectiveness	155	(2)
Participation and Effectiveness	157	(1)
Management by Objectives	158	(2)
Style and Effectiveness	160	(2)
Notes	162	(2)
Diagnosing the Environment	164	(24)
Environmental Variables	164	(2)
Style Defined	166	(1)
Expectations Defined	166	(1)
Interaction of Style and Expectations	166	(7)
Leader's Style and Expectations	167	(1)
Followers' Styles and Expectations	168	(2)
Supervisor's Style and Expectations	170	(2)
Associates' Styles and Expectations	172	(1)
Organization's Style and Expectations	172	(1)
Organizational Goals	173	(1)
Other Situational Variables	173	(4)
Job Demands	173	(2)
Time	175	(1)
Other Environmental Variables	175	(1)
External Environment	176	(1)
Developing Strategies	177	(5)
Changing Style	177	(2)
Changes in Expectations versus Changes in Style	179	(1)
Team Building: Selection of Key Employees	180	(1)
Changing Situational Variables	181	(1)
Diagnosing the Environment---a Case	182	(4)
Peter Principle Vaccine	185	(1)
How Can Managers Learn to Deal With all These Environmental Variables?	186	(1)
Notes	186	(2)
Situational Leadership	188	(41)
Situational Leadership	189	(18)
The Center for Leadership Studies	189	(1)
Basic Concept of Situational Leadership	190	(2)
Readiness of the Followers or Group	192	(1)
Readiness Defined	193	(6)
Going from R1 to R2 to R3	199	(2)
Selecting Appropriate Styles	201	(5)
Appropriate Leadership Styles	206	(1)
Application of Situational Leadership	207	(10)
Determining Appropriate Style	209	(2)
Effective Task Statements	211	(1)
Direction of Readiness Change	212	(1)
Instruments to Measure Readiness	213	(2)
Components of Leadership Style	215	(2)
Situational Leadership in Various Organizational Settings	217	(5)
Parent-Child Relationships	218	(1)
Ineffective Parent Styles	218	(1)
Management of Research and Development Personnel	219	(1)
Educational Setting	220	(2)
Understanding Earlier Research	222	(5)
Determining the Effectiveness of Participation	222	(1)
The Influence of Cultural Change	223	(2)
Does Situational Leadership Work?	225	(2)
Changing Leadership Style Appropriately	227	(1)
Notes	227	(2)
Situational Leadership, Perception, and the Impact of Power	229	(28)
Power Defined	229	(1)
Power: an Eroding Concept	230	(1)
Position Power and Personal Power	231	(3)
Selling within Your Own Organization	223	(11)
Additional Bases of Power	234	(5)
The Perception of Power	234	(1)
Get the Information Out	235	(1)
Readiness, Styles, and Power Bases	236	(3)
Is There a Best Type of Power?	239	(3)
Power Bases and Readiness Level	242	(1)
Integrating Power Bases, Readiness Level, and Leadership Style Through Situational Leadership	242	(9)
The Situational Use of Power	243	(2)
Developing Sources of Power	245	(1)
Sources of Power	246	(1)
Eroding Sources of Power	247	(2)
Willingness to Take a Power Role	249	(1)
Do You Want Power?	250	(1)
Other Views on Differences Between Men and Women Managers	251	(1)
What About Empowerment?	251	(1)
The Power Perception Profile	252	(2)
Development of the Power Perception Profile	252	(1)
Uses of the Power Perception Profile	253	(1)
Summary	254	(1)
Notes	254	(3)
Developing Human Resources	257	(21)
Increasing Effectiveness	258	(4)
Breaking the Ineffective Cycle	261	(1)
Developmental Cycle	262	(11)
What's in It for the Manager?	262	(1)
What Do We Want to Influence?	263	(1)
How Is the Person Doing Now?	263	(1)
Determining Readiness	264	(1)
Increasing Readiness	265	(2)
Successive Approximations	267	(5)
Time and the Developmental Cycle	272	(1)
Changing Readiness Through Behavior Modification	273	(4)
Positive Reinforcement	274	(1)
Individualizing Reinforcement	274	(1)
Schedule of Reinforcement	275	(1)
Consistency in Reinforcement	276	(1)
Isn't All This Reinforcement a Form of Bribery?	276	(1)
Notes	277	(1)
Constructive Discipline	278	(20)
The Regressive Cycle	279	(5)
Relationship between Ability and Willingness in the Developmental and Regressive Cycles	282	(2)
Some Things to Remember When Disciplining an Individual	284	(7)
Making the Intervention Timely	284	(1)
Varying the Emotional Level	285	(1)
Focusing on Performance	285	(1)
Be Specific, Do Your Homework	286	(1)
Keep It Private	286	(1)
Punishment and Negative Reinforcement	286	(2)
Extinction	288	(2)
When to Use Punishment or Extinction	290	(1)
An Example of Using Behavior Modification	290	(1)
Problems and Their Ownership---Who's Got the Problem?	291	(4)
Problem Ownership and Situational Leadership	292	(3)
Positive Discipline	295	(1)
Summary	296	(1)
Notes	296	(2)
Building Effective Relationships	298	(38)
Lead Instrumentation	299	(4)
Leadership Style	299	(1)
Style Range, or Flexibility	299	(1)
Style Adaptability	300	(1)
Flexibility: A Question of Willingness	301	(1)
Is There Only One Appropriate Style?	302	(1)
Use of LEAD Instrumentation	303	(1)
Johari Window	303	(11)
Feedback	305	(2)
Disclosure	307	(2)
Self-perception versus Style	309	(3)
Is it Too Late?	312	(2)
Lead Profiles	314	(14)
Sample	314	(1)
Two-Style Profile	314	(1)
Wide Flexibility	315	(1)
Reference to Situational Leadership	315	(1)
Style Profile 1-3	316	(1)
Style Profile 1-4	317	(2)
Style Profile 2-3	319	(1)
Style Profile 1-2	320	(1)
Style Profile 2-4	321	(1)
Style Profile 3-4	322	(2)
Maximizing Your Management Staff	324	(1)
Implications for Growth and Development	324	(3)
Team Building	327	(1)
Determining the Leadership Style of a Manager	327	(1)
Contracting for Leadership Style	328	(1)
Adding the Contracting Process	328	(1)
Making the Process Work	329	(5)
An Example---Contracting for Leadership Styles in a School	330	(1)
Using the Readiness Style Match	330	(4)
Summary	334	(1)
Notes	334	(2)
Communicating With Rapport	336	(23)
How Important is Effective Communication?	336	(2)
The Communication Process	338	(9)
Leader	339	(1)
Message	339	(2)
Follower	341	(1)
Enhanced Model of the Communication Process	342	(2)
Active Listening	344	(1)
Pacing, Then Leading	345	(1)
How to Test for Rapport	346	(1)
Preferred Representational Systems	347	(5)
``Rep'' Systems and Communication	348	(2)
Matching Predicates to Rep Systems	350	(2)
Organizational Communication	352	(2)
International Business Communication	354	(2)
Summary	356	(1)
Notes	356	(3)
Group Dynamics	359	(23)
Individuals and Groups	361	(1)
Important Definitions	362	(3)
Leadership in a Team Environment	365	(4)
Group Problem-Solving Modes	369	(2)
Helping and Hindering Roles	371	(2)
S1 (HT/LR) Competency	373	(1)
Helping Role Category: Establishing	373	(1)
Hindering Role Category: Aggressive	373	(1)
S2 (HT/HR) Competency	374	(2)
Helping Role Category: Persuading	374	(1)
Hindering Role Category: Manipulative	375	(1)
S3 (HR/LT) Competency	376	(2)
Helping Role Category: Committing	376	(1)
Hindering Role Category: Dependent	377	(1)
S4 (LR/LT) Competency	378	(2)
Helping Role Category: Attending	378	(1)
Hindering Role Category: Avoidance	379	(1)
Summary	380	(1)
Notes	381	(1)
Implementing Situational Leadership: Managing People to Perform	382	(16)
Organizational Performance	383	(5)
Goals	385	(1)
Standards	386	(1)
Feedback	386	(1)
Means	387	(1)
Competence	387	(1)
Motive	387	(1)
Opportunity	387	(1)
Improving Productivity (And Quality)	388	(1)
The Achieve Model	389	(4)
Background	389	(2)
Using the ACHIEVE Model	391	(2)
Performance Management	393	(3)
Performance Planning	394	(1)
Coaching	395	(1)
Performance Review	396	(1)
Summary	396	(1)
Notes	397	(1)
Implementing Situational Leadership: One Minute Management	398	(19)
One Minute Goal Setting	399	(7)
Areas of Accountability	399	(1)
Performance Standards	400	(1)
Goals Need to Be Clear	401	(1)
Reaching Goals Requires Feedback	401	(1)
Performance Review Can Undermine Performance	402	(1)
Limit the Number of Goals	403	(1)
Diagnosing Blocks to Goal Setting	404	(1)
Good Goals Are SMART Goals	405	(1)
The One Minute Praising	406	(3)
Be Immediate and Specific	406	(1)
State Your Feelings	406	(2)
Being Close Counts	408	(1)
Make Time for Praisings	409	(1)
The One Minute Reprimand	409	(4)
Reprimand Behavior, Not the Person	411	(1)
The One Minute Apology	412	(1)
Additions to one Minute Management for the 1990s	413	(1)
Talk Specifics	413	(1)
Build People Up	413	(1)
Hear People Out	414	(1)
New Skills, New Roles	414	(1)
Integration With Situational Leadership	414	(1)
Summary	415	(1)
Notes	416	(1)
Implementing Situational Leadership: Effective Follow-up	417	(21)
The ABCs of Management	418	(4)
The Price System	422	(11)
P-Pinpoint	422	(4)
R-Record	426	(2)
I-Involve	428	(3)
C-Coach	431	(1)
E-Evaluate	432	(1)
Principles in Practice	433	(4)
Transco Energizes	434	(1)
Canadian Pacific Keeps Trucking	435	(1)
A Fairweather Forecast	436	(1)
Summary	437	(1)
Notes	437	(1)
Implementing Situational Leadership: Making Decisions That Stick	438	(21)
Making Effective Decisions	438	(4)
Decision Style	440	(2)
Decision Making and Leader Latitude	442	(1)
Building Commitments	443	(14)
Commitment to the Customer	447	(2)
Commitment to the Organization	449	(1)
Commitment to Self	450	(1)
Commitment to People	451	(2)
Commitment to the Task	453	(1)
Managerial Excellence	453	(4)
Notes	457	(2)
Planning and Implementing Change	459	(45)
General Framework for Understanding Change	460	(8)
Diagnosis	461	(2)
Implementation	463	(5)
First-Order and Second-Order Change	468	(2)
Understanding Strategic Change	470	(2)
Change Cycles	472	(5)
Patterns of Communication	477	(4)
Relationship between Communication Patterns and Change Strategies	480	(1)
Change Process	481	(9)
Unfreezing	481	(1)
Changing	481	(1)
Refreezing	482	(1)
Updated Lewin Model of Change	483	(1)
Creating Psychological Safety in Change	484	(2)
Change Process---Some Examples	486	(4)
Bringing Change Theories Together	490	(1)
Change Process---Recommended Action	490	(2)
The ``A'' Victory Model	491	(1)
Managing Intergroup Conflict	492	(3)
Consequences of Group Competition	492	(1)
Preventing Intergroup Conflict	493	(1)
Blake, Shepard, and Mouton Model	494	(1)
Organizational Growth	495	(3)
Organizational Development	498	(3)
Organizational Effectiveness and O. D.	498	(1)
A Problem with Organizational Development	499	(1)
Impact of Change on the Total System	500	(1)
Notes	501	(3)
Leadership to Achieve Quality	504	(15)
Phase 1---Start-Up: Creating the Vision	506	(2)
Phase 2---Awareness and Education: Sharing the Vision and Soliciting Feedback	508	(3)
Feedback from Employees	509	(2)
Feedback from Internal Customers	511	(1)
Phase 3---Selecting Performance Targets: Business Objectives and Critical Success Factors	511	(1)
Phase 4---Reinforcing Implementation: Achieve Immediate Successes	512	(2)
Indicators of Progress	512	(1)
Principles of Noneconomic Decision Making	513	(1)
Phase 5---Liberating Employees: Giving Employees the Ability to Implement the System	514	(1)
Settlement of Claims	514	(1)
Pledge Adjustments	515	(1)
Phase 6---Measuring and Monitoring Ongoing Performance: Tracking Implementation Progress	515	(1)
Performance Ratios	516	(1)
Daily Sales Charts	516	(1)
Summary	516	(1)
Notes	517	(2)
Leadership Strategies for Organizational Transformation	519	(23)
Characteristics of Organizational Transformation	520	(1)
Transformational Leadership	521	(5)
Personal Commitment to the Transformation by the Leadership	521	(2)
Firm, Relentless, and Indisputable Communication of the Impossibility of Maintaining the Status Quo	523	(1)
Clear and Enthusiastic Communication of an Inspiring Vision of What the Organization Could Become	523	(1)
Timely Establishment of a Critical Mass of Support for the Transformation	523	(1)
Acknowledging, Honoring, and Dealing with Resistance to the Transformation	524	(1)
Defining and Setting Up an Organization That Can Implement the Vision	524	(1)
Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements	524	(2)
No One ``Ideal'' Way for Transformation	526	(1)
Organizational Readiness for Transformation	527	(3)
Transformational Leadership Actions	530	(2)
Transformational Leadership Strategies	531	(1)
The Situational Leadership for Transformation Model	532	(3)
Power Bases for Transformational Leadership	535	(4)
Implementing Quality Using the Situational Leadership for Transformation Model	539	(1)
Notes	540	(2)
The Organizational Cone	542	(17)
Vision	542	(2)
Energy	544	(3)
Focusing and Directing the Energy	546	(1)
Mission, Purpose, and Stakeholders	547	(1)
Strategy and Culture	548	(2)
Goals, Processes, and Team Spirit	550	(2)
Goals	550	(1)
Processes	550	(1)
Team Spirit	551	(1)
Roles, Tasks, and Relations	552	(1)
The Organizational Cone Model	552	(3)
Management---Position Power---Compliance	552	(1)
Leadership---Personal Power---Commitment	553	(1)
Alignment and Attunement	554	(1)
The Magic Triangle	555	(2)
Summary	557	(1)
Notes	558	(1)
Synthesizing Management Theory: Integrating Situational Leadership with the Classics	559	(21)
Situational Leadership and Maslow's and Herzberg's Theories of Motivation	559	(2)
Situational Leadership and McGregor's, Likert's, and Argyris's Theories	561	(2)
Situational Leadership and Argyris's, Schein's, McClelland's, and McGregor's Theories	563	(2)
Situational Leadership and the Leadership Grid	565	(2)
Situational Leadership, the Leadership Grid, and Likert's Causal, Intervening, and Output Variables	567	(1)
Situational Leadership and Control Systems	567	(1)
Situational Leadership and Power Bases	567	(3)
Situational Leadership and Parent Effectiveness Training (P. E. T.)	570	(1)
Situational Leadership and Organizational Growth	571	(1)
Situational Leadership and Change	572	(3)
Summary	575	(1)
Conclusions and Reflections	575	(3)
Notes	578	(2)
Appendix	580	(11)
Recommended Supplementary Reading	591	(18)
Index	609