Managing Behavior in Organizations

by Greenberg, Jerald

• ISBN13: 9780131992382
• ISBN10: 0131992384
• Edition: 5th
• Format: Paperback
• Copyright: 2010-01-01
• Publisher: Prentice Hall

Summary

Managing Behavior in Organizations provides a brief tour of the scientific and practical highlights of organizational behavior (OB).

The Field of Organizational Behavior; Organizational Justice, Ethics, and Corporate Social Responsibility; Psychological Processes in Organizations: Personality, Perception, and Learning; Coping with Organizational Life: Emotions and Stress; Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment; What Motivates People to Work?; Interpersonal Behavior in the Workplace; Organizational Communication; Group Processes and Work Teams; Making Decisions in Organizations; The Quest for Leadership; Culture, Creativity, and Innovation; Designing Effective Organizations; Managing Organizational Change: Strategic Planning and Organizational Development

MARKET: For readers who have no special background or training in the social sciences to use as a stand-alone guide to the essentials of OB.

In just 14 chapters, Jerald Greenberg offers up-to-date coverage of the major organizational behavior topics!

This new edition of Managing Behavior in Organizations helps students understand organizational behavior, its current theories and their value to modern organizational practice.

Look for these features in the new edition:

-"Making the Case for..." are brief opening cases in each chapter that illustrate the importance of the particular topic in an organization.

-Two new chapters including Chapter 3-"Personality, Feelings, and Stress" and Chapter 6-"Interpersonal Behavior in the Workplace"

-"Winning Practices"is a box included in each chapter that describes how organizational behavior principles were applied in a way that helped an organization improve.

-End of chapter elements including self-assessment exercises, group exercises, and "You Be the Consultant" mini cases.

Table of Contents

Preface	p. xiii
Introduction	p. 1
The Field of Organizational Behavior	p. 1
What Is Organizational Behavior and Why Does it Matter?	p. 3
What Are the Field's Fundamental Assumptions?	p. 9
OB Then and Now: A Capsule History of the Field	p. 23
Organizational Justice, Ethics, and Corporate Social Responsibility	p. 33
Organizational Justice: Fairness Matters	p. 35
Ethical Behavior in Organizations	p. 44
Beyond Ethics: Corporate Social Responsibility	p. 57
Individual Behavior	p. 65
Psychological Processes in Organizations: Personality, Perception, and Learning	p. 65
Personality: The Unique Differences Between Us	p. 68
Social Perception: Understanding and Judging Others	p. 79
Learning: Adapting to the World of Work	p. 87
Applications of Learning in Organizations	p. 91
Coping with Organizational Life: Emotions and Stress	p. 100
Understanding Emotions and Mood	p. 102
The Role of Emotions and Mood in Organizations	p. 106
Managing Emotions in Organizations	p. 109
The Basic Nature of Stress	p. 114
Major Causes of Stress in the Workplace	p. 120
Major Effects of Organizational Stress	p. 124
Reducing Stress: What Can Be Done?	p. 126
Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment	p. 133
Prejudice: Negative Attitudes Toward Others	p. 135
Strategies for Overcoming Workplace Prejudice: Managing a Diverse Workforce	p. 140
Theories of Job Satisfaction: Attitudes Toward Jobs	p. 144
Consequences of Job Dissatisfaction-and Ways to Avoid Them	p. 147
Organizational Commitment: Attitudes Toward Companies	p. 153
What Motivates People to Work?	p. 160
The Basic Nature of Motivation	p. 162
Motivating by Meeting Basic Human Needs	p. 162
Motivating by Being Equitable	p. 166
Expectancy Theory: Believing You Can Get What You Want	p. 171
Goal Setting: Taking Aim at Performance Targets	p. 176
Designing Jobs That Motivate	p. 182
Group Behavior	p. 191
Interpersonal Behavior in the Workplace	p. 191
The Dynamics of Interpersonal Relationships	p. 193
Prosocial Behavior: Helping Others	p. 198
Cooperation: Providing Mutual Assistance	p. 201
Competition: The Opposite of Cooperation	p. 203
Conflict: The Inevitable Result of Incompatible Interests	p. 204
Deviant Organizational Behavior	p. 211
Organizational Communication	p. 221
The Communication Process	p. 223
Communicating With and Without Words: Verbal and Nonverbal Communication	p. 230
Improving Your Communication Skills	p. 235
Group Processes and Work Teams	p. 250
What Is a Group?	p. 252
The Basic Building Blocks of Group Dynamics	p. 253
Individual Performance in Groups	p. 256
Teams: Empowered Work Groups	p. 261
Effective Team Performance	p. 268
How to Develop Successful Teams	p. 271
Making Individual and Group Decisions in Organizations	p. 280
The Fundamental Nature of Decision Making	p. 282
Varieties of Organizational Decisions	p. 285
How Are Individual Decisions Made?	p. 288
The Imperfect Nature of Human Decisions	p. 291
Group Decisions: Do Too Many Cooks Spoil the Broth?	p. 297
Structural Approaches for Improving Group Decisions	p. 301
Computer-Based Approaches to Promoting Effective Decisions	p. 304
The Quest for Leadership	p. 309
What Is Leadership? Some Fundamental Issues	p. 311
The Trait Approach: Are Some People "Born Leaders"?	p. 313
The Behavior Approach: What Do Leaders Do?	p. 319
Contingency Theories of Leader Effectiveness	p. 322
Emerging Trends and Challenges in Leadership Practice	p. 329
Leadership Development: Bringing Out the Leader Within You	p. 333
Organizational Processes	p. 339
Culture, Creativity, and Innovation	p. 339
Organizational Culture: Its Basic Nature	p. 341
The Formation and Maintenance of Organizational Culture	p. 344
Organizational Culture: Its Effects and Capacity to Change	p. 347
Creativity in Individuals and Teams	p. 352
Promoting Creativity in Organizations	p. 355
The Process of Innovation	p. 360
Designing Effective Organizations	p. 369
Structural Dimensions of Organizations	p. 371
Departmentalization: Ways of Structuring Organizations	p. 376
Traditional Organizational Designs	p. 381
Emerging Organizational Designs	p. 386
Interorganizational Designs: Going Beyond the Single Organization	p. 391
Managing Organizational Change: Strategic Planning and Organizational Development	p. 398
Today's First Rule of Business: Change or Disappear!	p. 400
External Forces for Organizational Change	p. 401
Planning Strategic Change	p. 405
Readiness for Change: Accepting and Resisting Organizational Change	p. 410
Organizational Development Interventions: Implementing Planned Change	p. 417
Key Questions About Organizational Development	p. 422
Notes	p. 427
Company Index	p. 461
Name Index	p. 465
Subject Index	p. 467
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