Verfügbarkeit: Management of organizational behavior

Management of organizational behavior: utilizing human resources

Gespeichert in:

Bibliographische Detailangaben
Beteiligte Personen:	Hersey, Paul 1930- (VerfasserIn), Blanchard, Kenneth H. 1939- (VerfasserIn), Johnson, Dewey E. (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	Englewood Cliffs, NJ Prentice Hall 1996
Ausgabe:	7. ed.
Schlagwörter:	Comportement organisationnel Gestion Leadership Personnel - Direction Führung Management Organizational behavior Personnel Management Psychology, Industrial Organisation Verhaltensforschung Unternehmensleitung Organisationssoziologie Organisationsverhalten Einführung
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008345167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Umfang:	XXV, 627 S. graph. Darst.
ISBN:	0132441128

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Datensatz im Suchindex

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adam_text	Contents I xiii Expectations 172 / Organization s Style and Expectations 172 / Organizational Goals 173 OTHER SITUATIONAL VARIABLES 173 Job Demands 173 / Time 175 / Other Environmental Variables 175 / External Environment 176 DEVELOPING STRATEGIES 177 Changing Style 177 / Changes in Expectations versus Changes in Style 179 / Team Building: Selection of Key Employees 180 / Changing Situational Variables 181 DIAGNOSING THE ENVIRONMENT—A CASE 182 Peter Principle Vaccine 185 HOW CAN MANAGERS LEARN TO DEAL WITH ALL THESE ENVIRONMENTAL VARIABLES? 186 NOTES 186 8 Situational Leadership 188 SITUATIONAL LEADERSHIP 189 The Center for Leadership Studies 189 / Basic Concept of Situational Leadership 190 / Readiness of the Followers or Group 192 / Readiness Defined 193 Going from Rl to R2 to R3 199 / Selecting Appropriate Styles 201 / Appropriate Leadership Styles 206 APPLICATION OF SITUATIONAL LEADERSHIP 207 Determining Appropriate Style 209 / Effective Task Statements 211 / Direction of Readiness Change 212 / Instruments to Measure Readiness 213 / Components of Leadership Style 215 SITUATIONAL LEADERSHIP IN VARIOUS ORGANIZATIONAL SETTINGS 217 Parent Child Relationships 218 / Ineffective Parent Styles 218 / Management of Research and Development Personnel 219 / Educational Setting 220 UNDERSTANDING EARLIER RESEARCH 222 Determining the Effectiveness of Participation 222 / The Influence of Cultural Change 223 / Does Situational Leadership Work? 225 CHANGING LEADERSHIP STYLE APPROPRIATELY 227 NOTES 227 xiv / Contents 9 Situational Leadership, Perception, and the Impact of Power 229 POWER DEFINED 229 POWER: AN ERODING CONCEPT 230 POSITION POWER AND PERSONAL POWER 231 Selling within Your Own Organization 223 ADDITIONAL BASES OF POWER 234 The Perception of Power 234 / Get the Information Out 235 / Readiness, Styles, and Power Bases 236 IS THERE A BEST TYPE OF POWER? 239 Power Bases and Readiness Level 242 INTEGRATING POWER BASES, READINESS LEVEL, AND LEADERSHIP STYLE THROUGH SITUATIONAL LEADERSHIP 242 The Situational Use of Power 243 / Developing Sources of Power 245 / Sources of Power 246 Eroding Sources of Power 247 / Willingness to Take a Power Role 249 / Do You Want Power? 250 OTHER VIEWS ON DIFFERENCES BETWEEN MEN AND WOMEN MANAGERS 251 WHAT ABOUT EMPOWERMENT? 251 THE POWER PERCEPTION PROFILE 252 Development of the Power Perception Profile 252 Uses of the Power Perception Profile 253 SUMMARY 254 NOTES 254 10 Developing Human Resources 257 INCREASING EFFECTIVENESS 258 Breaking the Ineffective Cycle 261 DEVELOPMENTAL CYCLE 262 What s in It for the Manager? 262 / What Do We Want to Influence? 263 / How Is the Person Doing Now? 263 / Determining Readiness 264 Increasing Readiness 265 / Successive Approximations 267 / Time and the Developmental Cycle 272 Contents I xv CHANGING READINESS THROUGH BEHAVIOR MODIFICATION 273 Positive Reinforcement 274 Individualizing Reinforcement 274 / Schedule of Reinforcement 275 / Consistency in Reinforcement 276 / Isn t All This Reinforcement a Form of Bribery? 276 NOTES 277 11 Constructive Discipline 278 THE REGRESSIVE CYCLE 279 Relationship between Ability and Willingness in the Developmental and Regressive Cycles 282 SOME THINGS TO REMEMBER WHEN DISCIPLINING AN INDIVIDUAL 284 Making the Intervention Timely 284 / Varying the Emotional Level 285 / Focusing on Performance 285 / Be Specific, Do Your Homework 286 Keep It Private 286 / Punishment and Negative Reinforcement 286 / Extinction 288 / When to (Jse Punishment or Extinction 290 / An Example of Using Behavior Modification 290 PROBLEMS AND THEIR OWNERSHIP—WHO S GOT THE PROBLEM? 291 Problem Ownership and Situational Leadership 292 POSITIVE DISCIPLINE 295 SUMMARY 296 NOTES 296 12 Building Effective Relationships 298 LEAD INSTRUMENTATION 299 Leadership Style 299 / Style Range, or Flexibility 299 / Style Adaptability 300 Flexibility: A Question of Willingness 301 / Is There Only One Appropriate Style? 302 / Use of LEAD Instrumentation 303 JOHARI WINDOW 303 Feedback 305 / Disclosure 307 / Self perception versus Style 309 / Is it Too Late? 312 LEAD PROFILES 314 Sample 314 / Two Style Profile 314 Wide Flexibility 315 / Reference to Situational xvi / Contents Leadership 315 / Style Profile 1 3 316 / Style Profile 1 4 317 / Style Profile 2 3 319 / Style Profile 1 2 320 / Style Profile 2 4 321 / Style Profile 3 4 322 / Maximizing Your Management Staff 324 / Implications for Growth and Development 324 / Team Building 327 Determining the Leadership Style of a Manager 327 CONTRACTING FOR LEADERSHIP STYLE 328 Adding the Contracting Process 328 MAKING THE PROCESS WORK 329 An Example—Contracting for Leadership Styles in a School 330 / Using the Readiness Style Match 330 SUMMARY 334 NOTES 334 13 Communicating With Rapport 336 HOW IMPORTANT IS EFFECTIVE COMMUNICATION? 336 THE COMMUNICATION PROCESS 338 Leader 339 / Message 339 Follower 341 / Enhanced Model of the Communication Process 342 / Active Listening 344 / Pacing, Then Leading 345 / How to Test for Rapport 346 PREFERRED REPRESENTATIONAL SYSTEMS 347 Rep Systems and Communication 348 / Matching Predicates to Rep Systems 350 ORGANIZATIONAL COMMUNICATION 352 INTERNATIONAL BUSINESS COMMUNICATION 354 SUMMARY 356 NOTES 356 14 Group Dynamics 359 INDIVIDUALS AND GROUPS 361 IMPORTANT DEFINITIONS 362 LEADERSHIP IN A TEAM ENVIRONMENT 365 GROUP PROBLEM SOLVING MODES 369 HELPING AND HINDERING ROLES 371 Contents I xvii 51 (HT/LR) COMPETENCY 373 Helping Role Category: Establishing 373 Hindering Role Category: Aggressive 373 52 (HT/HR) COMPETENCY 374 Helping Role Category: Persuading 374 Hindering Role Category: Manipulative 375 53 (HR/LT) COMPETENCY 376 Helping Role Category: Committing 376 Hindering Role Category: Dependent 377 54 (LR/LT) COMPETENCY 378 Helping Role Category: Attending 378 Hindering Role Category: Avoidance 379 SUMMARY 380 NOTES 381 15 Implementing Situational Leadership: Managing People to Perform 382 ORGANIZATIONAL PERFORMANCE 383 Goals 385 / Standards 386 Feedback 386 / Means 387 Competence 387 / Motive 387 Opportunity 387 IMPROVING PRODUCTIVITY (AND QUALITY) 388 THE ACHIEVE MODEL 389 Background 389 / Using the ACHIEVE Model 391 PERFORMANCE MANAGEMENT 393 Performance Planning 394 / Coaching 395 Performance Review 396 SUMMARY 396 NOTES 397 16 Implementing Situational Leadership: One Minute Management 398 ONE MINUTE GOAL SETTING 399 Areas of Accountability 399 / Performance Standards 400 / Goals Need to Be Clear 401 Reaching Goals Requires Feedback 401 / Performance Review Can Undermine Performance 402 / Limit the Number of Goals 403 / Diagnosing Blocks to Goal Setting 404 / Good Goals Are SMART Goals 405 xviii / Contents THE ONE MINUTE PRAISING 406 Be Immediate and Specific 406 / State Your Feelings 406 / Being Close Counts 408 Make Time for Praisings 409 THE ONE MINUTE REPRIMAND 409 Reprimand Behavior, Not the Person 411 The One Minute Apology 412 ADDITIONS TO ONE MINUTE MANAGEMENT FOR THE 1990s 413 Talk Specifics 413 / Build People Up 413 / Hear People Out 414 / New Skills, New Roles 414 INTEGRATION WITH SITUATIONAL LEADERSHIP 414 SUMMARY 415 NOTES 416 17 Implementing Situational Leadership: Effective Follow up 417 THE ABCs OF MANAGEMENT 418 THE PRICE SYSTEM 422 P Pinpoint 422 / R Record 426 I lnvolve 428 / C Coach 431 E Evaluate 432 PRINCIPLES IN PRACTICE 433 Transco Energizes 434 / Canadian Pacific Keeps Trucking 435 / A Fairweather Forecast 436 SUMMARY 437 NOTES 437 18 Implementing Situational Leadership: Making Decisions That Stick 438 MAKING EFFECTIVE DECISIONS 438 Decision Style 440 DECISION MAKING AND LEADER LATITUDE 442 BUILDING COMMITMENTS 443 Commitment to the Customer 447 / Commitment to the Organization 449 / Commitment to Self 450 Commitment to People 451 / Commitment to the Task 453 / Managerial Excellence 453 NOTES 457 Contents I xix 19 Planning and Implementing Change 459 GENERAL FRAMEWORK FOR UNDERSTANDING CHANGE 460 Diagnosis 461 / Implementation 463 FIRST ORDER AND SECOND ORDER CHANGE 468 UNDERSTANDING STRATEGIC CHANGE 470 CHANGE CYCLES 472 PATTERNS OF COMMUNICATION 477 Relationship between Communication Patterns and Change Strategies 480 CHANGE PROCESS 481 Unfreezing 481 / Changing 481 Refreezing 482 / Updated Lewin Model of Change 483 / Creating Psychological Safety in Change 484 / Change Process—Some Examples 486 BRINGING CHANGE THEORIES TOGETHER 490 CHANGE PROCESS—RECOMMENDED ACTION 490 The A Victory Model 491 MANAGING INTERGROUP CONFLICT 492 Consequences of Group Competition 492 / Preventing Intergroup Conflict 493 / Blake, Shepard, and Mouton Model 494 ORGANIZATIONAL GROWTH 495 ORGANIZATIONAL DEVELOPMENT 498 Organizational Effectiveness and O.D. 498 / A Problem with Organizational Development 499 / Impact of Change on the Total System 500 NOTES 501 20 Leadership to Achieve Quality 504 PHASE 1—START UP: CREATING THE VISION 506 PHASE 2—AWARENESS AND EDUCATION: SHARING THE VISION AND SOLICITING FEEDBACK 508 Feedback from Employees 509 / Feedback from Internal Customers 511 PHASE 3—SELECTING PERFORMANCE TARGETS: BUSINESS OBJECTIVES AND CRITICAL SUCCESS FACTORS 511 xx / Contents PHASE 4—REINFORCING IMPLEMENTATION: ACHIEVE IMMEDIATE SUCCESSES 512 Indicators of Progress 512 / Principles of Noneconomic Decision Making 513 PHASE 5—LIBERATING EMPLOYEES: GIVING EMPLOYEES THE ABILITY TO IMPLEMENT THE SYSTEM 514 Settlement of Claims 514 / Pledge Adjustments 515 PHASE 6—MEASURING AND MONITORING ONGOING PERFORMANCE: TRACKING IMPLEMENTATION PROGRESS 515 Performance Ratios 516 / Daily Sales Charts 516 SUMMARY 516 NOTES 517 21 Leadership Strategies for Organizational Transformation 519 CHARACTERISTICS OF ORGANIZATIONAL TRANSFORMATION 520 TRANSFORMATIONAL LEADERSHIP 521 Personal Commitment to the Transformation by the Leadership 521 / Firm, Relentless, and Indisputable Communication of the Impossibility of Maintaining the Status Quo 523 / Clear and Enthusiastic Communication of an Inspiring Vision of What the Organization Could Become 523 / Timely Establishment of a Critical Mass of Support for the Transformation 523 Acknowledging, Honoring, and Dealing with Resistance to the Transformation 524 / Defining and Setting Up an Organization That Can Implement the Vision 524 Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements 524 NO ONE IDEAL WAY FOR TRANSFORMATION 526 ORGANIZATIONAL READINESS FOR TRANSFORMATION 527 TRANSFORMATIONAL LEADERSHIP ACTIONS 530 Transformational Leadership Strategies 531 THE SITUATIONAL LEADERSHIP FOR TRANSFORMATION MODEL 532 POWER BASES FOR TRANSFORMATIONAL LEADERSHIP 535 Contents I xxi IMPLEMENTING QUALITY USING THE SITCJATIONAL LEADERSHIP FOR TRANSFORMATION MODEL 539 NOTES 540 22 The Organizational Cone 542 VISION 542 ENERGY 544 Focusing and Directing the Energy 546 MISSION, PURPOSE, AND STAKEHOLDERS 547 STRATEGY AND CULTURE 548 GOALS, PROCESSES, AND TEAM SPIRIT 550 Goals 550 / Processes 550 / Team Spirit 551 ROLES, TASKS, AND RELATIONS 552 THE ORGANIZATIONAL CONE MODEL 552 Management—Position Power—Compliance 552 Leadership—Personal Power—Commitment 553 Alignment and Attunement 554 THE MAGIC TRIANGLE 555 SUMMARY 557 NOTES 558 23 Synthesizing Management Theory: Integrating Situational Leadership with the Classics 559 SITUATIONAL LEADERSHIP AND MASLOW S AND HERZBERG S THEORIES OF MOTIVATION 559 SITUATIONAL LEADERSHIP AND McGREGOR S, LIKERT S, AND ARGYRIS S THEORIES 561 SITUATIONAL LEADERSHIP AND ARGYRIS S, SCHEIN S, McCLELLAND S, AND McGREGOR S THEORIES 563 SITUATIONAL LEADERSHIP AND THE LEADERSHIP GRID 565 SITUATIONAL LEADERSHIP, THE LEADERSHIP GRID, AND LIKERT S CAUSAL, INTERVENING, AND OUTPUT VARIABLES 567 SITUATIONAL LEADERSHIP AND CONTROL SYSTEMS 567 xxii / Contents SITUATIONAL LEADERSHIP AND POWER BASES 567 SITUATIONAL LEADERSHIP AND PARENT EFFECTIVENESS TRAINING (P.E.T.) 570 SITUATIONAL LEADERSHIP AND ORGANIZATIONAL GROWTH 571 SITUATIONAL LEADERSHIP AND CHANGE 572 SUMMARY 575 CONCLUSIONS AND REFLECTIONS 575 NOTES 578 Appendix 580 Recommended Supplementary Reading 591 Index 609
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author	Hersey, Paul 1930- Blanchard, Kenneth H. 1939- Johnson, Dewey E.
author_GND	(DE-588)12955622X (DE-588)118184938 (DE-588)129556270
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genre	(DE-588)4151278-9 Einführung gnd-content
genre_facet	Einführung
id	DE-604.BV012310152
illustrated	Illustrated
indexdate	2024-12-20T10:28:01Z
institution	BVB
isbn	0132441128
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-008345167
oclc_num	34246175
open_access_boolean
owner	DE-91G DE-BY-TUM DE-861 DE-521
owner_facet	DE-91G DE-BY-TUM DE-861 DE-521
physical	XXV, 627 S. graph. Darst.
publishDate	1996
publishDateSearch	1996
publishDateSort	1996
publisher	Prentice Hall
record_format	marc
spellingShingle	Hersey, Paul 1930- Blanchard, Kenneth H. 1939- Johnson, Dewey E. Management of organizational behavior utilizing human resources Comportement organisationnel ram Gestion ram Leadership ram Personnel - Direction ram Führung Leadership Management Organizational behavior Personnel Management Psychology, Industrial Organisation (DE-588)4043774-7 gnd Verhaltensforschung (DE-588)4062862-0 gnd Unternehmensleitung (DE-588)4233771-9 gnd Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd
subject_GND	(DE-588)4043774-7 (DE-588)4062862-0 (DE-588)4233771-9 (DE-588)4043788-7 (DE-588)4285859-8 (DE-588)4018776-7 (DE-588)4037278-9 (DE-588)4151278-9
title	Management of organizational behavior utilizing human resources
title_auth	Management of organizational behavior utilizing human resources
title_exact_search	Management of organizational behavior utilizing human resources
title_full	Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson
title_fullStr	Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson
title_full_unstemmed	Management of organizational behavior utilizing human resources Paul Hersey ; Kenneth H. Blanchard ; Dewey E. Johnson
title_short	Management of organizational behavior
title_sort	management of organizational behavior utilizing human resources
title_sub	utilizing human resources
topic	Comportement organisationnel ram Gestion ram Leadership ram Personnel - Direction ram Führung Leadership Management Organizational behavior Personnel Management Psychology, Industrial Organisation (DE-588)4043774-7 gnd Verhaltensforschung (DE-588)4062862-0 gnd Unternehmensleitung (DE-588)4233771-9 gnd Organisationssoziologie (DE-588)4043788-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd
topic_facet	Comportement organisationnel Gestion Leadership Personnel - Direction Führung Management Organizational behavior Personnel Management Psychology, Industrial Organisation Verhaltensforschung Unternehmensleitung Organisationssoziologie Organisationsverhalten Einführung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008345167&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT herseypaul managementoforganizationalbehaviorutilizinghumanresources AT blanchardkennethh managementoforganizationalbehaviorutilizinghumanresources AT johnsondeweye managementoforganizationalbehaviorutilizinghumanresources

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