Managing Organizational Behavior, 4th Edition

by Henry Tosi (University of Florida); John Rizzo (Western Michigan University); Neal P. Mero (Washington State University)

• ISBN13: 9780631212577
• ISBN10: 0631212574
• Edition: 4th
• Format: Hardcover
• Copyright: 2000-04-01
• Publisher: Wiley
• More Book Details
• Purchase Benefits

Summary

Managing Organizational Behavior, Fourth Edition, bridges cutting-edge theory with modern leadership and managerial practices. This proven textbook leads advanced undergraduates and MBAs through a discussion of individual behavior influences to a consideration of the social influences the individual encounters upon contact with groups and organizations. The fourth edition contains copious new material on diversity, international organizational behavior, and ethics and values. Superior new pedagogical features, such as Guidelines for Managers and Focus Items, enhance the thorough application of theory and research to practical management. Exercises, examples, cases, and study questions have all been updated to illustrate key and current points throughout the text. The textbook website for Tosi is now live and can be accessed at: http://www.blackwellpublishers.co.uk/tosi/

Author Biography

Henry L. Tosi is McGriff Professor of Management at the University of Florida and Visiting Professor at SDA-Bocconi, Milan, Italy.

Table of Contents

List of figures	xv
List of tables	xix
List of ``Focus on...'' features	xxi
List of ``Global focus'' features	xxiii
List of ``Diversity issues'' features	xxv
List of ``Question of Ethics'' features	xxvii
Preface	xxix
Acknowledgments	xxxiii
Introduction	1	(30)
The field of organizational behavior	2	(3)
A historical view of contemporary organizational behavior	5	(7)
Antecedents of contemporary organizational behavior	6	(3)
Contemporary organizational behavior	9	(3)
Current trends and challenges for organizational behavior	12	(5)
The changing economy	13	(1)
The changing work force	14	(1)
Changes in organizations and the way they are managed	15	(2)
Managing organizational performance	17	(6)
What is performance?	17	(4)
What managers do	21	(2)
Managerial work and organizational level	23	(1)
The plan of this book	23	(3)
The building blocks of organizational behavior	23	(1)
Navigating this book	24	(2)
Summary	26	(1)
Key concepts	26	(1)
Study questions	27	(1)
Case: Judy Jenkins' first day in class	27	(1)
References	28	(3)
Personality and Individual Differences	31	(26)
Managing behavior: A useful model	32	(1)
Personality	33	(6)
How and when personality operates	34	(1)
The bases of personality	35	(1)
Approaches to learning	35	(4)
Personality in the organizational setting	39	(11)
The ``Big Five'' personality dimensions	41	(1)
Positive and negative affectivity---Being in a good or bad mood	42	(2)
Adjusting to work and organizational life	44	(2)
The authoritarian personality	46	(1)
The Machiavellians	46	(3)
Locus of control: Who's in charge?	49	(1)
Myers---Briggs personality dimensions and work style preferences	49	(1)
Frustrating the mature personality	50	(1)
Summary	51	(1)
Guide for Managers: Understanding why people behave as they do	52	(1)
Key concepts	53	(1)
Study questions	53	(1)
Case: Laurel Bedding Company	54	(1)
References	55	(2)
Attitudes, Perception and Judgement	57	(32)
The nature of attitudes	58	(10)
Sources of beliefs, values and attitudes	58	(1)
Why attitudes are important	59	(2)
A model of attitudes	61	(4)
Attitudinal consistency and cognitive dissonance	65	(2)
Employee attitudes, job satisfaction and performance	67	(1)
Perception	68	(5)
The perceiver	70	(2)
Effects of the event or object	72	(1)
Situational effects	72	(1)
Judgment tendencies	73	(9)
First impressions	73	(1)
Halo: One characteristic tells all	74	(1)
Projection	75	(1)
Implicit personality theory	76	(1)
Stereotyping	76	(1)
Attribution theory: Finding causes of behavior	77	(3)
Some organizational implications of attribution biases	80	(2)
Summary	82	(1)
Guide for Managers: Making better judgments	82	(2)
Key concepts	84	(1)
Study questions	84	(1)
Case: A bad day in Boonetown	85	(1)
References	86	(3)
Organizational Accommodation: Careers, Socialization and Commitment	89	(32)
Careers	91	(5)
Career paths	94	(2)
Organizational socialization: Learning how to accommodate to work	96	(11)
Early socialization experiences	96	(2)
Preliminary work socialization	98	(2)
Organizational socialization	100	(2)
Organizational commitment and accommodation	102	(5)
Commitment, careers and workforce diversity	107	(6)
Women and careers	108	(4)
Racial and ethnic diversity	112	(1)
Summary	113	(1)
Guide for Managers: Managing your career	113	(3)
Key concepts	116	(1)
Study questions	116	(1)
Case: Harrison Electronics and Sarah Cunningham	117	(1)
References	118	(3)
Theories of Motivation	121	(44)
Motivation and performance	123	(6)
What do we mean by performance?	124	(1)
Ability	125	(2)
What do we mean by motivation?	127	(2)
Motivation -- The content theories	129	(10)
Need theories	130	(2)
Herzberg's two-factor theory	132	(2)
The job characteristics approach	134	(3)
McClelland's achievement--power theory	137	(2)
Motivation -- The process theories	139	(18)
Reinforcement theory	139	(7)
Expectancy theory	146	(4)
Goal-setting theory	150	(1)
Organizational justice theories	151	(6)
Summary	157	(1)
Guide for Managers: Using motivation theories at work	158	(2)
Key concepts	160	(1)
Study questions	161	(1)
Case: Paul Peters' raise	162	(1)
References	163	(2)
Applied Motivation Theories	165	(26)
Management by objectives (MBO)	167	(3)
Positive reinforcement programs	170	(3)
Gainsharing approaches	173	(3)
The Scanlon Plan	175	(1)
High involvement organizations (HIOs)	176	(8)
Job enrichment	176	(1)
Self-directed teams	177	(2)
New compensation approaches	179	(1)
Leaner management structures	179	(1)
Total quality management (TQM)	179	(2)
Minimizing worker---management status differentials	181	(1)
Nontraditional selection and socialization strategies	181	(1)
The effectiveness of HIOs	182	(2)
Summary	184	(1)
Guide for Managers: Making motivation theories work	184	(2)
Key concepts	186	(1)
Study questions	186	(1)
Case: National Oil Company	187	(1)
References	188	(3)
Stress in Organizations	191	(30)
A model of stress and coping	193	(7)
The objective environment	195	(1)
The psychological environment	195	(1)
Individual differences	196	(2)
Stress manifestations	198	(1)
Coping strategies	199	(1)
Sources of stress	200	(13)
Work factors	201	(5)
Nonwork factors	206	(2)
Individual differences and stress	208	(5)
Summary	213	(1)
Guide for Managers: Dealing with stress	214	(3)
Key concepts	217	(1)
Study questions	217	(1)
Case: John Baxter	218	(1)
References	218	(3)
Group and Team Performance Environment	221	(26)
Groups and teams: Definitions	223	(1)
Why groups form	223	(3)
Personal characteristics	223	(1)
Interests and goals	224	(1)
Potential to influence	225	(1)
Opportunity for interaction	225	(1)
Types of groups	226	(2)
Reference groups	226	(1)
Formal groups	226	(1)
Informal groups	227	(1)
Group and team effectiveness	228	(1)
Group performance environment	229	(12)
Industry factors	229	(1)
Organizational factors	230	(2)
Group factors	232	(9)
Summary	241	(1)
Guide for Managers: Creating a good team environment	241	(2)
Key concepts	243	(1)
Study questions	243	(1)
Case: The same old stuff	244	(1)
References	245	(2)
Group Processes and Effectiveness	247	(28)
Group processes	249	(15)
Group maturity	249	(3)
Commonality of group norms	252	(2)
Group cohesiveness	254	(4)
Group cooperation and competition	258	(3)
Social influences on behavior	261	(3)
Group and team effectiveness factors	264	(5)
Performance outcomes	264	(2)
Attitudinal outcomes	266	(2)
Behavioral outcomes	268	(1)
Summary	269	(1)
Guide for Managers: Encouraging improved work groups	270	(1)
Key concepts	271	(1)
Study questions	271	(1)
Case: Design Section E	272	(1)
References	273	(2)
Conflict	275	(32)
The nature of conflict	276	(5)
Conflict as a process	277	(1)
The role of history in conflicts	278	(1)
Viewpoints on conflict	279	(2)
Intergroup conflict	281	(1)
What triggers conflict?	281	(6)
Individual characteristics	281	(2)
Situational forces	283	(2)
Organizational structure	285	(2)
Diagnosing conflict	287	(2)
The issue in question	288	(1)
The size of the stakes	288	(1)
The interdependence of parties	288	(1)
The continuity of the interaction	288	(1)
The leadership	289	(1)
The involvement of third parties	289	(1)
The perceived progress of the conflict	289	(1)
Conflict reaction styles	289	(3)
Avoiding	290	(1)
Accommodating	291	(1)
Competing	291	(1)
Compromising	291	(1)
Collaborating	292	(1)
Style flexibility: Overuse and underuse	292	(1)
Improving your conflict management style	292	(6)
Confrontation techniques	295	(3)
Improving organizational response to conflict	298	(4)
Setting superordinate goals	299	(1)
Reducing ambiguities and jurisdictional disputes	299	(1)
Improving policies, procedures, and rules	300	(1)
Reallocating or adding resources	300	(1)
Modifying communications	300	(1)
Rotating personnel	300	(1)
Changing reward systems	301	(1)
Providing training	301	(1)
Summary	302	(1)
Guide for Managers: Managing conflict constructively	303	(1)
Key concepts	304	(1)
Study questions	304	(1)
Case: Zack Electrical Parts	305	(1)
References	305	(2)
Decision Making	307	(34)
Characteristics of the decision process	310	(2)
Decisions within decisions	310	(1)
Small decisions accumulate	311	(1)
Decisions are partial or temporary solutions	312	(1)
Models of decisions making	312	(4)
The rational or normative model of decision making	312	(2)
The administrative model of decision making	314	(1)
The garbage can model of decision making	315	(1)
Improving individual decision making	316	(8)
Factors that influence the decision-making process	317	(1)
Improving problem selection and definition	318	(1)
Improving generating and evaluating solutions	319	(2)
Improving decision implementation	321	(2)
Summary of improving individual decision making: A call for systems thinking	323	(1)
Improving group decision making	324	(11)
Benefits and disadvantages of groups	324	(2)
Deciding when to use a group	326	(2)
Groupthink	328	(4)
Risky shift and polarization	332	(3)
Summary	335	(1)
Guide for Managers: Improving group decision making	335	(2)
Key concepts	337	(1)
Study questions	337	(1)
Case: Escapade Travel Agency	338	(1)
References	339	(2)
Cultures: National and Organizational	341	(44)
Ways to characterize cultures	345	(8)
The Hofstede model	245	(103)
Organizational consequences of cultural differences	348	(5)
Organizational culture	353	(1)
A multi-level model of organizational culture	354	(15)
Basic values of the dominant coalition	356	(1)
Manifestations of organizational culture	357	(5)
Modes of implementation	362	(1)
The model personality of top management and types of organizational cultures	362	(4)
Organizational subcultures	366	(3)
Organizational culture -- Some special cases	369	(7)
Implementing a culture in a new organization	369	(1)
Mergers and acquisitions	370	(2)
Changes in the environment	372	(1)
Changing the existing culture	373	(1)
Changing the CEO	374	(2)
Summary	376	(1)
Guide for Managers: Coping with cultures	377	(2)
Key concepts	379	(1)
Study questions	380	(1)
Case: The Graduate School of Business Administration	381	(1)
References	382	(3)
Organizational Structure and Design	385	(34)
The nature of organizational structure	387	(9)
Some properties of organizations	387	(2)
Organizations and environment	389	(7)
Formal organizations: Design and structure	396	(15)
Division of labor and task interdependence	397	(4)
Organizational design alternatives	401	(10)
Summary	411	(1)
Guide for Managers: Designing organizations	411	(3)
Key concepts	414	(1)
Study questions	415	(1)
Case: Cole and Wiley	416	(2)
References	418	(1)
Power and Politics in Organizations	419	(34)
A model of influence processes in organizations	421	(10)
Bases of influence	422	(7)
Outcomes of influence	429	(2)
Organizational and personal bases of influence	431	(1)
Acquiring and maintaining organizationally based influence	431	(8)
Situational determinants of organizationally based influence	432	(1)
Environmental changes and power	433	(1)
Personal attributes of those who acquire organizationally based influence	434	(1)
Maintaining organizationally based influence	435	(4)
Acquiring and maintaining personal-based influence	439	(3)
Acquiring and maintaining charismatic power	440	(1)
Acquiring and maintaining expert power	441	(1)
Managerial use of power in organizations	442	(3)
Summary	445	(1)
Guide for Managers: Using power in organizations	445	(3)
Key concepts	448	(1)
Study questions	448	(1)
Case: The Brewton School	449	(1)
References	450	(3)
Leadership in Organizations	453	(34)
Trait approaches	455	(2)
Leader motive pattern	457	(1)
Behavioral approaches	457	(4)
Distribution of decision influence	457	(2)
Task and social behaviors	459	(2)
Contingency theories of leadership	461	(10)
Fiedler's contingency model	461	(6)
Path-goal theory	467	(4)
A summary comment on trait, behavior and contingency approaches to leadership	471	(1)
Process theories of leadership	472	(4)
Transformational leadership theory	472	(3)
Vertical dyad linkage theory	475	(1)
Substitutes for leadership	476	(3)
Summary	479	(1)
Guide for Managers: Choosing a leadership style	479	(2)
Key concepts	481	(1)
Study questions	482	(1)
Case: Cliff City Bank	483	(1)
References	484	(3)
Organizational Change	487	(28)
How our work life is changing	488	(3)
Changes to internal work processes used to complete work	488	(1)
Organizations are changing structurally	489	(1)
Shifts to a global economy	489	(2)
Increased diversity in the work force	491	(1)
A model of change	491	(1)
Organism adaptation	491	(1)
Organizational adaptation	491	(1)
Resistance to change	492	(2)
Organizational culture and power structure	493	(1)
Changing systems: the effects of interdependencies	493	(1)
The five leverage points of change	494	(3)
The setting	495	(1)
The organization	495	(1)
Management and management skills	496	(1)
Culture	496	(1)
The team and team building	496	(1)
Stages of successful change	497	(2)
Helping individuals to cope with change	499	(3)
Before the change event	499	(2)
After the change event is confirmed	501	(1)
After the change	502	(1)
Implementing change	502	(8)
Methods of individual change	502	(2)
Methods of group change	504	(2)
Methods of organizational change	506	(4)
Summary	510	(1)
Guide for Managers: Creating dissatisfaction as a change strategy	511	(1)
Key concepts	512	(1)
Study questions	512	(1)
Case: A case of resistance	513	(1)
References	513	(2)
Glossary	515	(24)
Author index	539	(9)
Subject index	548