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Robert B. Lawson earned his PhD in general-experimental psychology from the University of Delaware in 1965, and then joined the faculty at the University of Vermont (UVM). He was the first Director of the Human Visual Perception Laboratory, and rose to full professor in 1974. He served twice as Chair of the Psychology Department, Dean of the Graduate College and Associate Vice President for Research for eight years, Director of the Master’s program in Public Administration for five years, and served on a number of university-wide commissions. He was a Visiting Scholar at Stanford University in 1986-1987 focusing on business administration and organizational sciences. He is the author of thirty journal articles and four textbooks, a consultant to a number of Vermont organizations, and has been an invited lecturer on organizational psychology in China, Europe, and Russia. He is a recipient of the UVM outstanding teacher award, and one of his students from the class of 1977 endowed a professorship in his name in 2008. Now Professor Emeritus, he continues to study organizations as he has been doing for over the past 45 years.
E. Doris Anderson’s multidisciplinary education and work experience afford her an acute awareness of the interdependence shared by biological, psychological, and social systems. Through the years of applied management she has developed a finely-tuned appreciation for the vital role that system’s thinking plays in understanding people and organizations.
Her emphasis on systems phenomena in organizational psychology is born of up-close support for and management of challenges inherent to a wide variety of organizations. Her organizational experiences include psychiatric, community and maternity nursing, crises counseling, youth program administration, public education program development, organizational mediation/consultation, and public administration. Doris earned a Registered Nurse (RN) degree from Good Samaritan School of Nursing, Dayton Ohio in 1972, Bachelors of Art degree in Psychology from the University of Vermont in 1978, and Master of Public Administration in 2004 from the University of Vermont. In 2001 Doris graduated from the Mediation and Conflict Management Program at Woodbury College, Montpelier, Vermont.
Currently Doris devotes her time to writing and lecturing at the University of Vermont, furthering a lifetime commitment to implementing healthful community infrastructure, cooperative work settings, and effective conflict resolution practices.
Larry Rudiger has been a student of organizations from the age of 15, when he entered the workforce. He earned his PhD from the University of Vermont in social psychology, where he was also a postdoctoral fellow in behavior genetics. For nearly ten years, he worked in the private sector, developing clinical decision-support tools for primary-care medicine, learning first-hand about founder-run companies and defense contracting. He returned to academia full-time in 2005 and began teaching organizational behavior in 2009. He is a volunteer consultant to local nonprofits, specializing in outcome evaluation. His first degree is in vocal music, and he’s happy to remain an amateur performer, conductor, and director.
1. BRIEF TABLE OF CONTENTS:
Part I: Organizations as Systems
Chapter 1: Introduction to Organizations and Systems
Chapter 2: Methods of Study
Part II: Macro-Systems
Chapter 3: Organizational Culture
Chapter 4: Leadership, Power, and Politics
Chapter 5: Workforce Diversity and Ethics
Part III: Micro-Systems
Chapter 6: Hiring and Performance Management
Chapter 7: Group Dynamics and Teams
Chapter 8: Motivation and Productivity at Work
Chapter 9: Organizational Decision Making
Chapter 10: Workplace Negotiation
Chapter 11: Organizational Conflict Management
Part IV: Managing Change
Chapter 12: Organizational Change and Learning
2. FULL TABLE OF CONTENTS:
Part I: Organizations as Systems
Chapter 1: Introduction to Organizations and Systems
Chapter Overview
Learning Objectives
Work and Systems in the 21st Century
Work Matters
Organizations as Systems
Systems Thinking
Systems Applications
A Framework for Understanding Organizations
Global Organizations
Our World and Its People
A Brief History of Industrial/Organizational Psychology
Pioneers in the Field
The Organizational Side Develops
A Changing Field for Changing Times
Questions for the Future
Chapter Summary
Chapter References
Chapter 2: Methods of Study
Chapter Overview
Learning Objectives
Instrumental Forces
Dispositional and Situational Variables
Learning
Rationality -Emotionality
Methods of Study
Case Study
Archival Research
Field Experiment
Survey- Questionnaire
Laboratory Experiment
Measurement
Descriptive Statistics
Inferential Statistics
Meta-Analysis
Moderator Variables
Organizational Snapshot
Chapter Summary
Chapter References
Part II: Macro-Systems
Chapter 3: Organizational Culture
Chapter Overview
Learning Objectives
Organizational Culture
Levels of Organizational Culture
Artifacts
Values
Basic Assumptions
Function of Organizational Culture
External Adaptation
Internal Integration
Cultural Directory
Organizational Culture Change
Pathways to Culture Change
Organizational Culture and Learning
Applied Cultural Change Strategies
Chapter Summary
Chapter References
Chapter 4: Leadership, Power, and Politics
Chapter Overview
Learning Objectives
Leadership
Definition of Leadership
Power and Politics
Leaders and Managers
Models of Leadership
Trait Models
Behavioral Models
Situational Models
Charismatic Leadership
The Gifts of Charisma
The Consequences of Charisma
Transformational Leadership
What Transformational Leaders Do
The Consequences of Transformation Leadership
Power and Influence
Sources of Power
Power and Politics
Strategic Power: Machiavellianism
Influence Tactics
Empowerment
Emerging Trends in Leadership Studies
Leadership and Gender
Gender and Transformational Leadership
Servant Leadership
Narcissistic Leadership
Chapter Summary
Chapter References
Chapter 5: Workforce Diversity and Ethics
Chapter Overview
Learning Objectives
Workforce Diversity and Inclusion
Barriers to Diversity and Inclusion
Women in the Workforce
Barriers to Work for Women
Persons of Color in the Workforce
Barriers to Work for Persons of Color
Sexual Minorities in the Workforce
Barriers to Work for Sexual Minorities
Regulations: Laws, Court Cases, and Executive Orders
The Laws of the Land
Sexual Harassment in the Workplace
Organizational Justice and Ethics
Chapter Summary
Chapter References
Part III: Micro-Systems
Chapter 6: Hiring and Performance Management
Chapter Overview
Learning Objectives
Getting In, Finding Your Way, Getting Ahead
Biographical Data and Letters of Recommendation
Interview Formats
Self-Presentation Tactics
Recruitment
Web-Based Recruitment
Assessment Centers
Socialization, Training, and Mentoring Programs
Core Self-Evaluations and Work Environments
Employee Socialization and Training Programs
Mentoring
Performance Evaluation: How It Works, How It Is Done
Does Performance Evaluation Help?
Sources of Error and Bias
Rater Error
Halo Effect
Lenience, Severity, and Distributional Errors
360-Degree Feedback and Self Ratings
Dispositional Variables and Work Performances
Locus of Control
Self-Esteem
Contemporary Issues in Performance Evaluation
Electronic Performance Monitoring
Cyber loafing
Personality and Risk for Burn-Out
Performance Evaluation and The Law: Protected Groups
Protected Groups and Adverse Impact
Chapter Summary
Chapter References
Chapter 7: Group Dynamics and Teams
Chapter Overview
Learning Objectives
Groups
Groups and Teams: Similarities and Differences
Reasons for Joining
Types Of Groups
Stages Of Group Development
Gersick’s Punctuated Equilibrium
Group Roles and Norms
Group Dynamics
Group Identity As Influence On Behavior
Benefits To Group Entitativity
In-Group Bias
Teamwork
Types of Teams
Winning Team Formula
Team Cognition
Self and Collective Efficacy
Challenges to Quality Teamwork
Chapter Summary
Chapter References
Chapter 8: Motivation and Productivity at Work
Chapter Overview
Learning Objectives
Introduction to Motivation
Definition of Motivation
Theories of Motivation
Maslow's Need Hierarchy
Equity
Self-Determination
Goal Setting
Motivational Tools
Self-Fulfilling Prophecies
Learned Industriousness
Enhancing Motivation
Climb the Ladder to Success
Self-Regulation
Mood at Work
Motivation Dysfunction
Social Loafing
Procrastination
Chapter Summary
Chapter References
Chapter: 9 Organizational Decision Making
Chapter Overview
Learning Objectives
Introduction to Decision Making
Process and Outcome Components
Types of Decisions
Models of Organizational Decision Making
Rationality
Bounded Rationality
Political
The Garbage Can
Collective Decision Making
Groupthink
Abilene Paradox
Good Ideas: How to Get Them
Nominal Group Technique
Stepladder Technique
Electronic Brainstorming
Ethical and Unethical Decisions at Work
Promotion of Ethical Decision Making
Decision Making Tools
Communication Channels
Feedback Loop Systems
Chapter Summary
Chapter References
Chapter 10: Workplace Negotiation
Chapter Overview
Learning Objectives
Introduction to Negotiation
Distributive Negotiation: Focus on Now
Integrative Negotiation: Focus on Now and Later
Quality Negotiation Requires a Medley of Integrative and Distributive Negotiation
Moving from Position-based Negotiation (Low Trust) to Interest-Based Negotiation (High Trust)
BATNA: Its Appeal and Its Traps
Key Elements to Quality Negotiation
To Be Understood One Must First Seek to Understand
Resist Thinking of Negotiation as a Win/Lose Game
Resist Falling Victim To Stereotypes
Resist Power Plays With An Abundance Mindset
Displaying Emotions In Negotiation Is a Wildcard
Be Competent in Multicultural Negotiation
Chapter Summary
Chapter References
Chapter 11: Organizational Conflict Management
Chapter Overview
Learning Objectives
Introduction to Organizational Conflict
Definition of Organizational Conflict
Conflict Theory
Causal Attribution Theory
Competition Theory
Conflict Spiral
System Theory
System Dysfunction
Examples of System Dysfunction
Introduction to Workplace Conflict Management
Behavioral Level Conflict Management
Emotional Level Conflict Management
Cognitive Level Conflict Management
Organizational Conflict Management Systems
Strengthen Relations
In-House Conflict Management
Conflict Management Tools
Stakeholder Analysis
Conflict Analysis
Problem Frame
The Power of Telling One’s Story
Conflict Management Intervention
Chapter Summary
Chapter References
Part IV: Managing Change
Chapter 12: Organizational Change and Learning
Chapter Overview
Learning Objectives
Introduction to Change Management
Receptivity to Change Management and Intervention Type
Change to
Changing
Capitalizing on Punctuated Equilibrium
Maintaining Organizational Health in the Midst of Change
Change Management Pioneers (Trailblazers)
Managing Risk Taking and Innovation
Organizational Learning and Development
Models of Organizational Learning
Communities of Practice
I-P-O Model
Process Mapping (Cognitive Mapping)
Methodology for Organizational Learning
Organizational Vision and Systems in Motion
Change Management and Development
Change Management Tools
Information Gathering and Processing Tool
Chapter Summary
Chapter References
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