Management and Organizational Behavior : An Integrated Perspective

by Pierce,John L.

• ISBN13: 9780324049589
• ISBN10: 0324049587
• Format: Hardcover
• Copyright: 2001-06-21
• Publisher: South-Western College Pub

Summary

Management and Organizational Behavior: An Integrated Perpective blends the traditional management and organizational behavior topics by presenting the technical aspects of management and managerial practice, as well as its social-psychological and behavior consequences. The authors present an integrative model that positions Management philosophy as a force which shapes the practice of management and organization design, both of which impact and explain organizational behavior. The text emphasizes that to be a strategic manager, there must be an understanding of the organization, management process, individuals as members, and the deep interrelationship between all these areas.

Table of Contents

Preface	p. xiv
Exploring Management and Organizational Behavior	p. 1
The Nature of Organizations and Management	p. 2
The Nature of Organizations	p. 4
The Nature of Management	p. 10
The Move Toward the High-Involvement Organization and Management System	p. 15
Why Organizations Need Managers	p. 17
Types of Managers	p. 19
Variations in the Manager's Job	p. 22
Managerial Roles	p. 25
The Nature of Organizations and Management in Review	p. 27
Issues for Review and Discussion	p. 29
Exercises	p. 29
Case: Larry Ross: A Manager in His Own Words	p. 33
Philosophies and Approaches to Management Practice	p. 37
The Classical School of Management Thought and Practice	p. 39
The Hawthorne Studies: A Transition in Thought and Practice	p. 48
The Behavioral School of Management Thought and Practice	p. 51
Other Management Perspectives	p. 61
Philosophies and Approaches to Management Practice in Review	p. 67
Issues for Review and Discussion	p. 69
Exercises	p. 70
Case: A Job Interview with Sterling Manufacturing	p. 71
Social Responsibility and Ethics	p. 74
The Nature of Social Responsibility	p. 76
Diverging Views on Social Responsibility	p. 87
The Nature of Managerial Ethics	p. 92
Ethical and Unethical Managerial Behavior	p. 95
Ethics and the Employee-Organization Relationship	p. 101
Diversity--A Contemporary Issue of Ethics and Social Responsibility	p. 103
Social Responsibility and Ethics in Review	p. 109
Issues for Review and Discussion	p. 111
Exercises	p. 111
Case: Frank Pearson and the Allied Research Corporation	p. 113
The Organizational Environment	p. 114
The External Environment	p. 116
The Organization-Environment Relationship	p. 122
Linking Environments and Organizations	p. 134
The Internal Environment	p. 135
The Organizational Environment in Review	p. 139
Issues for Review and Discussion	p. 141
Exercises	p. 141
Case: Scient Rises and Falls with the Dot-com Boom	p. 143
Video Cohesion Case for Part I: Horizons: A Values-Based Company with a Bright, Yet Challenging, Future	p. 145
Individuals as Organizational Members	p. 148
Individuals in Organizations: Perception, Personality, and Cultural Differences	p. 150
Perception	p. 152
Personality	p. 168
Cultural Differences among Organizational Members	p. 175
Perception, Personality, and Cultural Differences in Review	p. 180
Issues for Review and Discussion	p. 182
Exercises	p. 182
Case: Virtual Teamwork	p. 183
Attitudes in Organizations	p. 184
Attitudes and Their Components	p. 186
Attitude Formation	p. 187
Attitude Change	p. 189
Work-Related Attitudes	p. 191
The Importance of Work-Related Attitudes	p. 205
The Management of Employee Attitudes	p. 205
The Financial Impact of Attitudes	p. 207
Attitudes in Organizations in Review	p. 211
Issues for Review and Discussion	p. 213
Exercises	p. 213
Case: Teamwork at GE Medical Systems	p. 215
Work Motivation	p. 217
Motivation: Direction and Intensity	p. 220
Content Theories of Motivation	p. 221
Process Theories of Motivation	p. 235
Recent Research on Motivation Theories	p. 252
Work Motivation in Review	p. 254
Issues for Review and Discussion	p. 255
Exercises	p. 256
Case: Delights Restaurant	p. 258
Behavior in Organizations	p. 259
Individual Performance	p. 260
Withdrawal	p. 271
Organizational Citizenship	p. 279
Aggression, Violence, and Incivility	p. 283
Drug and Alcohol Abuse	p. 291
Behavior in Organizations in Review	p. 295
Issues for Review and Discussion	p. 296
Exercises	p. 296
Case: Critical Absence Crisis	p. 298
Video Cohesion Case for Part II: Horizons: The Importance of People, Human Resource Management, and a Strong Corporate Culture	p. 299
Management Functions and the Organizational Behavior Context	p. 302
Organizational Decision Making	p. 304
The Nature of Decision Making	p. 306
The Decision-Making Process and Managerial Practices	p. 311
Problems in the Decision-Making Process	p. 321
Improving Decision Making	p. 324
Models of Individual Decision Making	p. 327
Employee Reactions to Organizational Decision Making	p. 330
Control- and Involvement-Oriented Approaches to Decision Making	p. 335
Organizational Decision Making in Review	p. 338
Issues for Review and Discussion	p. 339
Exercises	p. 339
Case: The Sydney Olympics Torch Relay: A Myriad of Decisions for Di Henry	p. 341
Organizational Planning and Controlling	p. 343
Planning as an Organizational Activity	p. 344
The Planning Process	p. 346
Types of Plans	p. 351
Goals or Outcome Statements	p. 355
Formal Organizational Planning in Practice	p. 356
Employee Responses to Planning	p. 358
Controlling as an Organizational Activity	p. 363
Controlling and the Control Process	p. 364
Variations in Control Systems	p. 366
Characteristics of Effective Control Systems	p. 367
The Impact of Control on Organizational Members	p. 368
Management by Objectives--A Planning and Control Technique	p. 371
The Control- and Involvement-Oriented Approaches to Planning and Controlling	p. 374
Organizational Planning and Controlling in Review	p. 376
Issues for Review and Discussion	p. 378
Exercises	p. 379
Case: Product Development Planning at Display Electronics	p. 381
Leading Organizational Members	p. 384
The Nature of Leadership	p. 385
The Trait Approach to Leadership	p. 396
Behavioral Approaches to Leadership	p. 399
Situational (Contingency) Approaches to Leadership	p. 403
Substitutes for and Neutralizers of Leadership	p. 409
Transformational, Visionary, and Charismatic Leadership	p. 411
Leadership Needs in the 21st Century	p. 413
Leading Organizational Members in Review	p. 416
Issues for Review and Discussion	p. 418
Exercises	p. 418
Case: Which Style Is Best?	p. 420
Organizing and Coordinating the Work of the Organization	p. 422
The Nature of Organizing	p. 423
Differentiation--Organizational Departmentalization	p. 427
Differentiation--Organizational Superstructures	p. 436
Integration--Coordinating Organizational Activities and Units	p. 446
Employee Responses to Organizational Design	p. 452
Organizing and Coordinating the Work of the Organization in Review	p. 455
Issues for Review and Discussion	p. 456
Exercises	p. 457
Case: Arnco Products Company	p. 459
Organizational Design	p. 461
Organizational Design	p. 462
Dimensions of Organizational Design	p. 463
Centralization and Decentralization of Authority--A Closer Look	p. 465
Basic Models of Organizational Design	p. 475
Organizational Context and Design Influences	p. 481
Employee Responses to Organizational Design and Context	p. 486
Organizational Design in Review	p. 494
Issues for Review and Discussion	p. 496
Exercises	p. 497
Case: Turning the Organization Chart Upside Down	p. 500
Video Cohesion Case for Part III: Horizons: Strategies for Growth	p. 502
Groups in Organizations	p. 504
The Nature of Groups and Teams in Organizations	p. 506
Groups and Teams	p. 508
Team Properties	p. 514
Team Development	p. 522
Managing Team Effectiveness	p. 529
Employee Responses to Work Teams	p. 534
The Nature of Groups and Teams in Organizations in Review	p. 536
Issues for Review and Discussion	p. 538
Exercises	p. 538
Case: Team Building	p. 540
Work Group and Team Processes	p. 542
Group Decision Making	p. 543
Other Work Group and Team Processes	p. 553
Work Group and Team Processes in Review	p. 563
Issues for Review and Discussion	p. 565
Exercises	p. 565
Case: Changing Direction at Luminate	p. 569
Video Cohesion Case for Part IV: Horizons: Leadership, Communications, and Motivation	p. 570
Managing in the 21st Century	p. 572
Managing Productivity: Established Approaches	p. 574
Organizational Behavior Modification	p. 575
Job and Work Design	p. 582
Managing Productivity: Established Approaches in Review	p. 601
Issues for Review and Discussion	p. 602
Exercises	p. 603
Case: Medtronic: A "Human" Place to Work	p. 604
Managing Productivity: Contemporary Approaches	p. 606
Alternative Work Schedules	p. 607
Employee Ownership	p. 615
Quality Control Circles	p. 619
The High-Involvement Organization and Management	p. 621
Managing Productivity: Contemporary Approaches in Review	p. 622
Issues for Review and Discussion	p. 624
Exercises	p. 624
Case: Feeding Employee Satisfaction at la Madeleine	p. 626
Managing Organizational Change and Development	p. 627
Why Change Occurs: Forces for Change	p. 628
Types of Change	p. 630
Reactions to Change	p. 632
Psychological Ownership and Organizational Change	p. 635
Developing Support for Change	p. 636
The Special Role of Organizational Development	p. 637
Planning and Managing the Change Process	p. 644
The Learning Organization	p. 646
Managing Organizational Change and Development in Review	p. 648
Issues for Review and Discussion	p. 650
Exercises	p. 650
Case: Guarantee Corporation of America	p. 652
Video Cohesion Case for Part V: Horizons: Standing at the Crossroads	p. 654
Glossary	p. 655
Endnotes	p. 667
Index	p. 691
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