Preface | |
Organizational Behavior as A Way of Thinking and Acting | |
The Roots of Organizational Behavior | |
Some Early History | |
Values and Assumptions of Organizational Behavior | |
Themes and Purposes of This Book | |
Knowing and Managing Yourself | |
Where Do We Begin? | |
Life Experiences | |
Your Lifeline | |
Ways of Thinking | |
Improving Your Sense of Self | |
The Power of Vision | |
Assessing Yourself | |
Ways of Acting | |
Thinking In Action | |
Increasing Self-Knowledge | |
A Vision Statement | |
Valuing Diversity | |
Cases | |
Privatizing the Cafeteria | |
Laura's Employment Dilemma | |
Fostering Creativity | |
Where Do We Begin? | |
Ways of Thinking | |
Characteristics of Creative Individuals | |
Conceptual Skills and Abilities | |
Creativity as Behavior | |
Creativity as a Process | |
An Integrated Perspective on Creativity | |
The Creative Process | |
Impediments to Creativity | |
Defining the Problem Incorrectly | |
Judging Ideas too Quickly | |
Stopping at the First Acceptable Idea | |
Lack of Support | |
Other Ways of Thwarting Creativity | |
Fostering Creativity in Organizations | |
Challenging Work | |
Supportive Supervision | |
Organizational and Work Group Culture | |
Workload Pressures and Resources | |
Fostering Creativity-Putting It All Together | |
Techniques for Improving Creativity | |
The Idea Box or Matrix Analysis | |
Synectics | |
Mindmapping | |
Enhancing Your Personal Creativity | |
Ways of Acting | |
Thinking in Action | |
Mindmapping Exercise | |
Using Analogies | |
A Creativity Challenge | |
Managing Stress | |
Where Do We Begin? | |
Symptoms of Stress | |
Stress Inventory | |
Sources of Stress | |
Coping With Stress | |
Ways of Thinking | |
The Consequences and Costs of Stress | |
Stress: Good, Bad, and Ugly | |
Sources of Stress on the Job | |
Interpersonal Relationships | |
Role Ambiguity and Conflict | |
Workload | |
Intrinsic Nature of the Work | |
Working Conditions | |
Organizational Environment | |
Home to Work and Back | |
Coping With and Managing Stress | |
Lifestyle Adjustments | |
Attitude Adjustment | |
Social Support | |
Taking Control of Your Time | |
Job Redesign | |
Other Organizational Factors | |
Ways of Acting | |
Thinking in Action | |
Distress at DES | |
Life Balance Exercise | |
Decision Making | |
Where Do We Begin? | |
Generating Alternatives | |
The Horse Grooming Case | |
Ways of Thinking | |
Models of Decision Making | |
The Rational Model | |
The Organizational Process Model | |
The Governmental Politics Model | |
Who Should Be Involved? | |
Diversity and Decision Making | |
What Techniques Are Available to Assist You? | |
Focus Groups | |
Brainstorming | |
Cost-Benefit and Cost-Effectiveness Analysis | |
Nominal Group Technique | |
Logic Models | |
Discretion in Decision Making | |
Summary | |
Ways of Acting | |
Thinking in Action | |
A Decision-Making Framework | |
New Charter School | |
Using the Decision Tree for Levels of Participation | |
Motivating Yourself and Others | |
Where Do We Begin? | |
What Motivates You Now? | |
What Will Motivate You in the Future? | |
Ways of Thinking | |
What Is Motivation? | |
Changing Perspectives on Motivation | |
Need Theories | |
Expectancy Theories | |
Goal-Setting Theories | |
Equity Theories | |
Reinforcement, Reward, and Punishment | |
Participation as a Motivator | |
Motivation and Life Stages | |
Public Service Motivation | |
"Anti-Motivation" Theories | |
Ways of Acting | |
Thinking in Action | |
SOS in DHS: A Problem of Motivation | |
Staying Motivated | |
Leadership in Public Organizations | |
Where Do We Begin? | |
What Makes a Good Leader? | |
What Is Your Leadership Style? | |
Ways of Thinking | |
Traditional Approaches to Leadership | |
The Trait Approach | |
Leadership Styles | |
The Context of Leadership | |
Contemporary Approaches to Leadership | |
From Traits, to Skills, to Strategies | |
The Transformational Approach | |
Transforming Organizations | |
Values-Based Leadership | |
Leadership in the Public Service | |
Leadership in the Policy Process | |
Leadership in Public Agencies | |
Some Concluding Notes | |
Ways of Acting | |
Thinking in Action | |
Developing a Leadership Autobiography | |
A Debate Topic | |
Transactional Versus Transformational Leadership | |
Assessing Your Leadership Style | |
Power and Organizational Politics | |
Where Do We Begin? | |
Ways of Thinking | |
Early Voices | |
Changing Perspectives on Workers and Organizations | |
Questioning Power and Authority | |
Sources of Power | |
Legitimate Power | |
Reward Power | |
Coercive Power | |
Referent Power | |
Expert Power | |
Expert Power | |
Balancing Power | |
Structural Aspects of Power | |
Is Power a Positive Force or a Destructive Force? | |
Managing Power and Organizational Politics | |
Empowerment: More Than Delegation | |
Power and the Public Service | |
Ways of Acting | |
Thinking in Action | |
Politics and MBO: A Case Study | |
Observing Organizational Politics | |
Communicating Effectively With Others | |
Where Do We Begin? | |
Ways of Thinking | |
Improving Interpersonal Communication | |
Barriers to Effective Communication | |
Supportive Communication | |
Speaking | |
Persuasive Communication | |
Active Listening | |
Nonverbal Communication | |
Electronic Communication | |
Specialized Forms of Communication | |
Personal Counseling | |
Conducting Effective Meetings | |
Writing Memos, Reports, and Proposals | |
Ways of Acting | |
Thinking in Action | |
An Exercise in Supportive Communication | |
Turmoil in the Community Development Department | |
One-Way Communication Versus Two-Way Communication | |
Trends in Electronic Communication | |
Working in Groups and Teams | |
Where Do We Begin? | |
Assessing Team Performance | |
Getting to Know Your Team | |
Team Agreements | |
Ways of Thinking | |
Types of Teams | |
Implementing Teams | |
Team Effectiveness | |
Measuring Team Effectiveness | |
Individual Styles and Team Development | |
The Forming Stage | |
The Conforming Stage | |
The Storming Stage | |
The Performing Stage | |
Team Conflict | |
Ways of Acting | |
Thinking in Action | |
A Team-Building Exercise | |
The Case of Guard Uniforms | |
Relocating a State Reformatory School | |
A Team Exercise on Gender and Pay | |
Managing Conflict | |
Where Do We Begin? | |
How Do You Behave During Conflict? | |
How Do Relationships Affect Conflict? | |
Ways of Thinking | |
Theories of Conflict | |
Systems Theory | |
Attribution Theory | |
Social Exchange Theory | |
Sources of Conflict | |
Stages of Conflict | |
Strategies for Negotiation and Conflict Management | |
Conflict and the Public Sector | |
Ways of Acting | |
Thinking in Action | |
Asking Questions | |
Individual Needs | |
Budget Surplus Case Study | |
Parks and Recreation Case Study | |
Organizational Change | |
Where Do We Begin? | |
To Change or Not to Change? | |
Your Orientation Toward Change | |
Discussing Your Experiences With Change | |
Ways of Thinking | |
Approaches to Understanding Change | |
Classic Approaches | |
Organizational Culture | |
Open Systems and Organizational Learning | |
Approaches to Bringing About Change | |
Change Through Management Action or Reorganization | |
Organization Development | |
The Management of Change | |
Steps in Organizational Transformations | |
Change and Innovation in Public Organizations | |
A Final Note on Personal Change | |
Ways of Acting | |
Thinking in Action | |
Reasoning Processes in Organizational Change | |
Leading Change in Local Government | |
Representing The Organization Ãéâé¼ÅÆon The Outsi | |
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