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Organizational behavior:

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Bibliographic Details
Main Authors:	Hellriegel, Don (Author), Slocum, John W. (Author), Woodman, Richard W. (Author)
Format:	Book
Language:	English
Published:	Cincinnati, Ohio South-Western College Publ. 1998
Edition:	8. ed.
Subjects:	Comportamento organizacional Organisatiegedrag Psicologia organizacional Organizational behavior Organisationsverhalten
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007841720&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Physical Description:	getr. Zähl. Ill., graph. Darst.
ISBN:	0538880244

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Record in the Search Index

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adam_text	Contents PART ONE The Foundation for Organizational Behavior 1 1 Introduction to Organizational Behavior 2 Learning Objectives 2 The Challenges Facing Management 2 People as the Competitive Advantage in the New Workplace 3 The New Environment: Globalization, Information Technology, Total Quality, and Diversity and Ethics 4 Undergoing a Paradigm Shift 6 A New Perspective for Management 8 Historical Background: The Hawthorne Studies 10 The Illumination Studies: A Serendipitous Discovery 10 Subsequent Phases of the Hawthorne Studies 10 Implications of the Hawthorne Studies 11 Research Methodology 12 The Overall Scientific Perspective 13 Starting with Theory 13 The Use of Research Designs 14 The Validity of Studies 14 Defining Organizational Behavior 16 The Relationship to Other Fields 16 The Behavioral Approach to Management 1 7 Theoretical Frameworks 17 Cognitive Framework 17 Behavioristic Framework 18 Social Learning Framework 19 Organizational Behavior Model 20 Summary 22 Questions for Discussion and Review 23 Footnote References and Supplemental Readings 24 Real Case: AT T s Capital Leasing Service Meets the Challenge 25 Organizational Behavior Case: How Is This Stuff Going to Help Me? 26 Organizational Behavior Case: Too Nice to People 26 Organizational Behavior Case: Conceptual Model: Dream or Reality? 27 2 Today s Organizations: Information Technology, Total Quality, and Organizational Learning 28 Learning Objectives 28 The Role of Information Technology 29 The Impact on Work and Jobs 30 The Flattening and Downsizing of Organizations 32 Total Quality Management 32 What Is TQM? 32 Reengineering 36 Benchmarking 37 Empowerment 40 Putting Empowerment into Action 43 Learning Organizations 44 What Is Meant by a Learning Organization? 44 Types of Learning Organizations 46 Organizational Behavior in the Learning Organization 47 Learning Organizations in Action 47 Summary 49 Questions for Discussion and Review 50 Footnote References and Supplemental Readings 50 Real Case: Learning Never Stops 52 Real Case: Learning How to Learn 53 Organizational Behavior Case: How Far-Reaching Are Globalization and Technology? 54 3 Contemporary Challenges: Diversity and Ethics 56 Learning Objectives 56 The Nature of Diversity 57 Reasons for the Emergence of Diversity 57 Specific Characteristics of Diversity 59 Managing Diversity 63 Developing the Multicultural Organization 63 Individual Approaches to Managing Diversity 65 Organizational Approaches to Managing Diversity 66 Ethics and Ethical Behavior in Organizations 72 Sexual Harassment 73 Pay and Promotion Discrimination 74 Employee Privacy Issues 77 Summary 78 XviH Contents Questions for Discussion and Review 79 Footnote References and Supplemental Readings 79 Real Case: Unique Approaches 81 Real Case: Not Treating Everyone the Same 82 Organizational Behavior Case: Changing with the Times 83 INTECRATIVE CONTEMPORARY CASES/ READINGS FOR PART 1 85 1. Sweatshops of the 1990s 85 2. Making Diversity Pay 91 EXPERIENTIAL EXERCISES FOR PART 1 96 Exercise: Synthesis of Student and Instructor Needs 96 Exercise: Work-Related Organizational Behavior: Implications for the Course 96 PART TWO A Micro Perspective of Organizational Behavior 99 4 The Perception Process 100 Learning Objectives 100 The Nature and Importance of Perception 101 Sensation versus Perception 102 Subprocesses of Perception 104 Perceptual Selectivity 104 External Attention Factors 106 Internal Set Factors 108 Perceptual Organization 113 Figure-Ground 113 Perceptual Grouping 114 Perceptual Constancy 115 Perceptual Context 116 Perceptual Defense 116 Social Perception 117 Characteristics of Perceiver and Perceived 118 Attribution 118 Stereotyping 119 The Halo Effect 120 Impression Management 121 The Process of Impression Management 121 Employee Impression Management Strategies 122 Summary 124 Questions for Discussion and Review 124 Footnote References and Supplemental Readings 125 Real Case: It s All a Matter of Perception 126 Organizational Behavior Case: Space Utilization 127 Organizational Behavior Case: Same Accident, Different Perceptions 128 5 Personality and Attitudes 130 Learning Objectives 130 The Meaning of Personality 131 The Self-Concept 132 Person-Situation Interaction 133 The Development of Personality and Socialization 133 Adult Life Stages 134 Immaturity to Maturity 136 The Socialization Process 138 The Nature and Dimensions of Attitudes 139 Components of Attitudes 140 Antecedents of Work-Related Attitudes 140 Functions of Attitudes 141 Changing Attitudes 142 Job Satisfaction 144 What Is Meant by Job Satisfaction? 144 Influences on Job Satisfaction 145 Outcomes of Job Satisfaction 146 Organizational Commitment 148 The Meaning of Organizational Commitment 148 The Outcomes of Organizational Commitment 150 Summary 151 Questions for Discussion and Review 152 Footnote References and Supplemental Readings 152 Real Case: It s All a Matter of Personality 156 Organizational Behavior Case: Ken Leaves the Company 157 Organizational Behavior Case: Doing His Share 158 6 Motivation: Needs, Content, and Processes 160 Learning Objectives 160 The Meaning of Motivation 161 Primary Motives 162 General Motives 162 The Curiosity, Manipulation, and Activity Motives 163 The Affection Motive 163 Secondary Motives 163 The Power Motive 164 The Achievement Motive 165 The Affiliation Motive 167 The Security Motive 168 The Status Motive 168 Work-Motivation Approaches 169 The Content Theories of Work Motivation 170 Maslow s Hierarchy of Needs 170 Herzberg s Two-Factor Theory of Motivation 173 Alderfer s ERG Theory 175 The Process Theories of Work Motivation 175 Vroom s Expectancy Theory of Motivation 1 76 The Porter-Lawler Model 1 78 Contemporary Theories of Work Motivation 180 Equity Theory of Work Motivation 180 Attribution Theory 182 Other Emerging Theories 186 Summary 187 Questions for Discussion and Review 188 Footnote References and Supplemental Readings 188 Real Case: Motivated to Get Their Own Way 191 Organizational Behavior Case: Star Salesperson 193 Organizational Behavior Case: What Do They Want? 193 Organizational Behavior Case: Tom, Dick, and Harry 194 7 Motivating Performance through Job Design and Goal Setting 196 Learning Objectives 196 Job Design 197 Background on Job Design 197 Job Enrichment 199 The Job Characteristics Approach to Task Design 200 Diagnosing and Measuring Task Scope 201 Practical Guidelines for Redesigning Jobs 203 A Social Information Processing Approach 204 Quality of Work Life and Sociotechnical Design 205 The Classic Volvo Project 205 The Pioneering General Foods Pet Food Plant 206 Modern Approaches to QWL: Self- Managed Teams 207 Goal Setting 207 Theoretical Background of Goal Setting 209 Research on the Impact of Goal Setting 210 The Application of Goal Setting to Organizational System Performance 212 Summary 214 Questions for Discussion and Review 215 Footnote References and Supplemental Readings 215 Real Case: Making It a Nice Place to Work 219 Organizational Behavior Case: The Rubber Chicken Award 220 Organizational Behavior Case: Specific Goals for Human Service 220 8 Learning: Processes, Reward Systems, and Behavioral Management 222 Learning Objectives 222 The Theoretical Processes of Learning 223 Behavioristic Theories 223 Cognitive Theories 225 Social Learning Theory 226 Principles of Learning: Reinforcement and Punishment 227 Law of Effect 227 Definition of Reinforcement 228 Positive and Negative Reinforcers 228 The Use of Punishment 229 Organizational Reward Systems 231 Money as a Reward 231 New Pay Techniques 233 Analysis of Monetary Reward Systems 234 Nonfinancial Rewards 235 Behavioral Management, or O.B. Mod. 238 Step 1: Identification of Performance Behaviors 238 Step 2: Measurement of the Behavior 240 Step 3: Functional Analysis of the Behavior 240 Step 4: Development of an Intervention Strategy 241 Step 5: Evaluation to Ensure Performance Improvement 243 Application of Behavioral Management 244 Summary 246 Questions for Discussion and Review 246 Footnote References and Supplemental Readings 247 Real Case: Rewarding Teamwork in the Plains 250 Organizational Behavior Case: Contrasting Styles 251 Organizational Behavior Case: Volunteers Can t Be Punished 251 Organizational Behavior Case: Up the Piece Rate 252 Organizational Behavior Case: A Tardiness Problem 252 INTEGRATIVE CONTEMPORARY CASES/ READINGS FOR PART 2 254 1. Creating a Motivated Workforce 254 2. The Company Built upon the Golden Rule: Lincoln Electric 258 EXPERIENTIAL EXERCISES FOR PART 2 266 Exercise: Self-Perception and Development of the Self-Concept 266 Exercise: Motivation Questionnaire 266 Exercise: Job Design Survey 268 Exercise: Role Playing and O.B. Mod. 270 PART THREE Micro and Macro Dynamics of Organizational Behavior 273 9 Group Dynamics and Teams 274 Learning Objectives 274 The Nature of Croups 275 The Dynamics of Croup Formation 276 Types of Croups 278 Implications from Research on Group Dynamics 279 The Dynamics of Informal Groups 282 Norms and Roles in Informal Groups 282 Informal Roles and the Informal Organization 282 The Dynamics of Formal Work Groups 284 Positive Attributes of Committees 284 Negative Attributes of Committees 285 Groupthink: A Major Problem with Committees and Groups 286 Teams in the Modern Workplace 288 The Nature of Teams 288 The Effectiveness of Teams 289 How to Make Teams More Effective 290 The Use of Cross-Functional Teams 292 Summary 292 Questions for Discussion and Review 293 Footnote References and Supplemental Readings 293 Real Case: The Grand Experiment at Saturn 295 Organizational Behavior Case: The Schoolboy Rookie 297 Organizational Behavior Case: The Blue- Ribbon Committee 297 10 Interactive Conflict and Negotiation Skills 298 Learning Objectives 298 Intraindividual Conflict 299 Conflict Due to Frustration 299 Goal Conflict 302 Role Conflict and Ambiguity 305 Interpersonal Conflict 307 Sources of Interpersonal Conflict 307 Analyzing Interpersonal Conflict 308 Strategies for Interpersonal Conflict Resolution 310 I ntergroup Behavior and Conflict 312 Intergroup Behavior in Organizations 312 The Impact of, and Strategies for, Intergroup Conflict 314 Organizational Conflict 316 Structural Conflict 316 The Role of Conflict in Today s Organizations 318 Negotiation Skills 319 Traditional Negotiation Approaches 319 Newly Emerging Negotiation Skills 320 Summary 322 Questions for Discussion and Review 323 Footnote References and Supplemental Readings 323 Real Case: Do Just the Opposite 325 Organizational Behavior Case: Drinking Up the Paycheck 325 Organizational Behavior Case: Arresting the Neighbor s Kid 326 11 Stress: Causes, Effects, and Coping Strategies 328 Learning Objectives 328 The Meaning of Stress 329 The Definition of Stress and the Relation to Burnout 329 The Background of Stress 330 The Causes of Stress 331 Extraorganizational Stressors 331 Organizational Stressors 332 Group Stressors 334 Individual Stressors: The Role of Dispositions 334 The Effects of Stress 338 Physical Problems due to Stress 339 Psychological Problems due to Stress 340 Behavioral Problems due to Stress 340 Coping Strategies for Stress 341 Individual Coping Strategies 341 Organizational Coping Strategies 344 Summary 347 Questions for Discussion and Review 348 Footnote References and Supplemental Readings 348 Real Case: Round-the-Clock Stress 352 Organizational Behavior Case: Sorry, No Seats Are Left; Have a Nice Flight 353 Organizational Behavior Case: A Gnawing Stomachache 353 12 Power and Politics 356 Learning Objectives 356 The Meaning of Power 357 The Distinctions among Power, Authority, and Influence 358 The Classifications of Power 358 Contingency Approaches to Power 363 The Two Faces of Power 366 A More Macro View of Power 367 Political Implications of Power 368 A Political Perspective of Power in Organizations 368 Specific Political Strategies for Power Acquisition 369 A Final Word on Power and Politics 372 Summary 373 Questions for Discussion and Review 373 Footnote References and Supplemental Readings 374 Real Case: Fighting Back 375 Organizational Behavior Case: Throwing Away a Golden Opportunity 376 13 Leadership: Background and Processes 378 Learning Objectives 378 What Is Leadership? 379 The Historically Important Studies on Leadership 380 The Iowa Leadership Studies 380 The Ohio State Leadership Studies 381 The Early Michigan Leadership Studies 382 Traditional Theories of Leadership 383 Trait Theories of Leadership 383 Croup and Exchange Theories of Leadership 385 Contingency Theory of Leadership 387 Path-Goal Leadership Theory 391 Modern Theoretical Frameworks for Leadership 393 Charismatic Leadership Theories 394 Transformational Leadership Theory 396 A Social Learning Approach 397 Substitutes for Leadership 398 Summary 400 Questions for Discussion and Review 401 Footnote References and Supplemental Readings 401 Real Case: The Teflon Leader 405 Real Case: It s All a Matter of Charisma 406 Organizational Behavior Case: The Missing Ingredient 407 Organizational Behavior Case: He Sure Looked Good 408 14 Leadership Styles, Activities, and Skills 410 Learning Objectives 410 Leadership Styles 411 Style Implications of the Classic Studies and the Modern Theories 411 Managerial Grid Styles 414 Hersey and Blanchard s Life-Cycle, or Situational, Approach 414 Likert s Four Systems of Management 418 Leadership Styles in Perspective 420 The Roles and Activities of Leadership 421 Leader/Manager Roles 422 The Activities of Successful and Effective Leaders 423 Leadership Skills 428 What Skills Do Leaders Need? 428 Other Techniques for Leadership Effectiveness 430 Summary 432 Questions for Discussion and Review 433 Footnote References and Supplemental Readings 433 Real Case: He s the Best—or Is He? 435 Organizational Behavior Case: The Puppet 436 INTEGRATIVE CONTEMPORARY CASE/ READING FOR PART 3 437 Power Politics and Participatory Management 437 EXPERIENTIAL EXERCISES FOR PART 3 452 Exercise: Croups and Conflict Resolution 452 Exercise: NASA Moon Survival Task 454 Exercise: TGIF (Thank Cod It s Friday!) 455 Exercise: Power and Politics 458 Exercise: Leadership Questionnaire 459 PART FOUR A Macro Perspective of Organizational Behavior 463 15 Communication 464 Learning Objectives 464 Background of the Role of Communication 466 Barnard s Contribution 466 Modern Perspective 466 The Definition of Communication 467 Communication Technology 468 Management Information Systems (MIS) 468 Telecommunications 469 Telecommuting 470 Nonverbal Communication 471 Body Language and Paralanguage 471 Improving Nonverbal Effectiveness 472 Interpersonal Communication 474 The Importance of Feedback to Interpersonal Communication 474 Other Important Variables in Interpersonal Communication 475 Downward Communication 476 The Purposes and Methods of Downward Communication 476 Media Used for Downward Communication 476 Ways to Improve Downward Communication 478 Upward Communication 479 Methods of Improving the Effectiveness of Upward Communication 479 Types of Information for Upward Communication 481 Interactive Communication in Organizations 482 The Extent and Implications of Interactive Communication 482 The Purposes and Methods of Interactive Communication 483 Summary 484 Questions for Discussion and Review 485 Footnote References and Supplemental Readings 485 Real Case: Technology to the Rescue 487 Organizational Behavior Case: Doing My Own Thing 487 Organizational Behavior Case: Bad Brakes 488 16 Decision Making 490 Learning Objectives 490 The Nature of Decision Making 491 Behavioral Decision Making 492 Decision Rationality 493 Models of Behavioral Decision Making 494 Participative Decision-Making Techniques 501 Application and Research on Participation 502 Traditional Participative Techniques 502 Modern Participative Techniques 503 Participative Techniques in Perspective 504 Creativity and Group Decision Making 504 The Process of Creativity 505 Croup Decision Making 506 The Delphi Technique 508 The Nominal Group Technique 509 Summary 510 Questions for Discussion and Review 510 Footnote References and Supplemental Readings 511 Real Case: Ryder Is Saying Good-bye to Truck Rentals 513 Organizational Behavior Case: Harry Smart —Or Is He? 514 17 Organization Theory and Design 516 Learning Objectives 516 Classical Organization Theory and Design 517 The Bureaucratic Model 517 Bureaucratic Dysfunctions 519 The Modern View of Bureaucracies 520 Modifications of Bureaucratic Structuring 522 Centralization and Decentralization 522 Flat and Tall Structures 523 Departmentation 525 The Staff Concept of Organization 527 Modern Organization Theory 528 Historical Roots 528 The Organization as an Open System 529 Information Processing View of Organizations 531 Contingency, Ecological, and Learning Organization Theories 532 Modern Organization Designs 534 Project Designs 535 Matrix Designs 537 Horizontal Organization 538 Network Designs 539 The Virtual Organization 541 Summary 542 Questions for Discussion and Review 543 Footnote References and Supplemental Readings 543 Real Case: Microsoft Is Not Satisfied 545 Organizational Behavior Case: The Grass Is Greener—Or Is It? 547 Organizational Behavior Case: The Outdated Structure 547 18 Organizational Culture 548 Learning Objectives 548 The Nature of Organizational Culture 549 Definition and Characteristics 549 Uniformity of Culture 551 Strong and Weak Cultures 552 Types of Cultures 554 Creating and Maintaining a Culture 554 How Organizational Cultures Start 557 Maintaining Cultures through Steps of Socialization 559 Changing Organizational Culture 562 Summary 565 Questions for Discussion and Review 565 Footnote References and Supplemental Readings 566 Real Case: Ben Jerry s Cultural Values Challenged 567 Organizational Behavior Case: Out with the Old, In with the New 568 Organizational Behavior Case: Keeping Things the Same 569 INTEGRATIVE CONTEMPORARY CASES/ READINGS FOR PART 4 570 1. The Decline and Rise of IBM 570 2. The Horizontal Corporation 576 EXPERIENTIAL EXERCISES FOR PART 4 585 Exercise: Organizations 585 Exercise: Paper Plane Corporation 586 PART FIVE Horizons for Organizational Behavior 589 19 International Organizational Behavior 590 Learning Objectives 590 The Impact of Culture on International Organizational Behavior 592 How Do Cultures Vary? 592 Hofstede s Cultural Dimensions 595 Trompenaars s Cultural Dimensions 598 Communication in an International Environment 603 Communication Breakdown across Cultures 603 Improving Communication Effectiveness across Cultures 605 Motivation across Cultures 606 Do Motivation Theories and Approaches Hold across Cultures? 606 The Meaning of Work across Cultures 607 Motivational Differences across Cultures 608 Managerial Leadership across Cultures 610 Personal Values 611 Managers Backgrounds 611 Interpersonal Skills 612 Transnational^ Competent Managers 613 Summary 614 Questions for Discussion and Review 615 Footnote References and Supplemental Readings 615 Real Case: Everybody s Everywhere 618 Organizational Behavior Case: I Want Out 619 Organizational Behavior Case: Getting the Facts 620 20 Organizational Chance and Development 622 Learning Objectives 622 The Changes Facing Organizations 623 Managing Change and Organizational Development 624 Theoretical Development of OD 625 Traditional OD Techniques 627 Emerging OD Approaches and Techniques 630 The Future of Organizational Behavior 633 Summary 634 Questions for Discussion and Review 635 Footnote References and Supplemental Readings 635 Real Case: Scenarios for Dealing with Change 637 Organizational Behavior Case: The High- Priced OD Consultant 638 INTEGRATIVE CONTEMPORARY CASES/ READINGS FOR PART 5 639 1. Cultural Constraints in Management Theories 639 2. Why Do Smart Organizations Occasionally Do Dumb Things? 651 EXPERIENTIAL EXERCISES FOR PART 5 664 Exercise: Using Gung Ho to Understand Cultural Differences (or Siskel Ebert Co International) 664 Exercise: Organization Development at J.P. Hunt 666 References for Boxes and Real Cases R-1 Name Index 1-1 Subiect Index 1-13
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spellingShingle	Hellriegel, Don Slocum, John W. Woodman, Richard W. Organizational behavior Comportamento organizacional larpcal Organisatiegedrag gtt Psicologia organizacional larpcal Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd
subject_GND	(DE-588)4285859-8
title	Organizational behavior
title_auth	Organizational behavior
title_exact_search	Organizational behavior
title_full	Organizational behavior Don Hellriegel ; John W. Slocum ; Richard W. Woodman
title_fullStr	Organizational behavior Don Hellriegel ; John W. Slocum ; Richard W. Woodman
title_full_unstemmed	Organizational behavior Don Hellriegel ; John W. Slocum ; Richard W. Woodman
title_short	Organizational behavior
title_sort	organizational behavior
topic	Comportamento organizacional larpcal Organisatiegedrag gtt Psicologia organizacional larpcal Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd
topic_facet	Comportamento organizacional Organisatiegedrag Psicologia organizacional Organizational behavior Organisationsverhalten
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