Essentials of organizational behavior:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Boston [u.a.]
Pearson/Prentice Hall
2010
|
| Ausgabe: | 10. ed., global ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017371963&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Includes bibliographical references and index |
| Umfang: | 329 S. graph. Darst. |
| ISBN: | 0131290177 9780138157630 0138157634 |
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| 245 | 1 | 0 | |a Essentials of organizational behavior |c Stephen P. Robbins ; Timothy A. Judge |
| 250 | |a 10. ed., global ed. | ||
| 264 | 1 | |a Boston [u.a.] |b Pearson/Prentice Hall |c 2010 | |
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Datensatz im Suchindex
| _version_ | 1819377381181227008 |
|---|---|
| adam_text | Titel: Essentials of organizational behavior
Autor: Robbins, Stephen P.
Jahr: 2010
Brief Contents
Part I PROLOGUE 25
Chapter 1 Introduction to Organizational Behavior 25
Part II THE INDIVIDUAL IN THE ORGANIZATION 38
Chapter 2 Personality Traits and Work Values 38
Chapter 3 Individual Perception and Decision-Making 56
Chapter 4 Job Attitudes 71
Chapter 5 Motivation I: Basic Concepts 86
Chapter 6 Motivation II: Applied Concepts 104
Chapter 7 Moods, Emotions and Organizational Behavior 120
Part III GROUPS IN THE ORGANIZATION 136
Chapter 8 Groups 136
Chapter 9 Teams 153
Chapter 10 Communication Processes 167
Chapter 11 Leadership 183
Chapter 12 Power and Politics 205
Chapter 13 Conflict and Negotiations 218
Part IV THE ORGANIZATION SYSTEM 236
Chapter 14 Structure and Organizational Behavior 236
Chapter 15 Organizational Culture 254
Chapter 16 Organizational Change 269
Contents
Preface 19
Part I PROLOGUE 25
Chapter 1 Introduction to Organizational Behavior 25
The Field of Organizational Behavior 26
Complementing Intuition with Systematic Study 27
Contributing Disciplines to the OB Field 28
Psychology 28
Social Psychology 28
Sociology 29
Anthropology 30
Few Absolutes in OB 3 0
Challenges and Opportunities for OB 30
Responding to Globalization 31
Managing Workforce Diversity 31
Improving Quality and Productivity 33
Improving Customer Service 33
Improving People Skills 33
Stimulating Innovation and Change 33
Coping with Temporariness 34
Helping Employees Balance Work-Life Conflicts 34
Improving Ethical Behavior 35
Creating a Positive Work Environment 35
The Plan of This Book 36
Implications for Managers 3 7
Part II THE INDIVIDUAL IN THE ORGANIZATION 38
Chapter 2 Personality Traits and Work Values 38
Personality 38
What k Personality? 38
The Myers-Briggs Type Indicator 41
10 Contents
The Big Five Personality Model 41
Other Personality Traits Relevant to OB 44
Values 46
The Importance of Values 46
Terminal Versus Instrumental Values 41
Generational Values 48
Linking an Individual s Personality and Values
to the Workplace 49
Person-Job Fit 49
Person-Organization Fit 51
Global Implications 51
Implications for Managers 54
Chapter 3 Individual Perception and Decision-Making 56
What Is Perception? 56
Factors That Influence Perception 51
Person Perception: Making Judgments About Others 57
Attribution Theory 51
Frequently Used Shortcuts in Judging Others 59
The Link Between Perception and Individual
Decision Making 60
Decision Making in Organizations 61
The Rational Model, Bounded Rationality,
and Intuition 61
Common Biases and Errors in Decision
Making 62
Organizational Constraints on Decision Making 64
What About Ethics in Decision Making? 65
Three Ethical Decision Criteria 65
Improving Creativity in Decision Making 66
Global Implications 68
Implications for Managers 69
Chapter 4 Job Attitudes 71
Attitudes 71
What Are the Main Components of Attitudes? 12
Does Behavior Always Follow front Attitudes? 13
What Are the Major Job Attitudes? 15
Contents 11
Job Satisfaction 77
Measuring Job Satisfaction 18
How Satisfied Are People in Their Jobs? 18
What Causes Job Satisfaction? 19
The Impact of Satisfied and Dissatisfied Employees
on the Workplace 80
Global Implications 84
Implications for Managers 85
Chapter 5 Motivation I: Basic Concepts 86
Defining Motivation 86
Early Theories of Motivation 87
Hierarchy of Needs Theory 81
Theoty X and Theory Y 88
Two-Factor Theory 89
McClellands Theory of Needs 90
Contemporary Theories of Motivation 91
Cognitive Evaluation Theory 91
Goal-Setting Theory 93
Self-Efficacy Theoty 95
Equity Theory 91
Expectancy Theoty 100
Global Implications 102
Implications for Managers 103
Chapter 6 Motivation II: Applied Concepts 104
Motivating by Changing the Nature of the Work Environment 104
The Job Characteristics Model 105
How Can Jobs Be Redesigned? 106
Alternative Work Arrangements 109
Employee Involvement 111
Examples of Employee Involvement Programs 111
Using Rewards to Motivate Employees 112
What to Payi Establishing a Pay Structure 112
How to Payi Rewarding Individual Employees Through
Variable-Pay Programs 113
What Benefit to Offer: Flexible Benefits 115
Intrinsic Rewards: How to Construct Employee
Recognition Programs 116
12
Contents
Global Implications 117
Implications for Managers
118
Chapter 7 Moods, Emotions and Organizational Behavior
What Are Emotions and Moods? 121
The Basic Emotions 122
The Basic Moods.- Positive and Negative Affect
The Function of Emotions 123
Sources of Emotions and Moods 124
Emotional Labor 127
Emotional Intelligence 128
The Case for El 129
The Case Against El 129
OB Applications of Emotions and Moods 130
Selection 130
Decision Making 131
Creativity 131
Motivation 131
Leadership 132
Negotiation 132
Customer Service 132
Job Attitudes 133
Deviant Workplace Behaviors 133
How Managers Can Influence Moods 133
Global Implications 134
Implications for Managers 135
120
722
Part III GROUPS IN THE ORGANIZATION 136
Chapter 8 Groups 136
Defining and Classifying Groups 136
Stages of Group Development 138
The Five-Stage Model 138
Group Properties: Roles, Norms, Status, Size,
and Cohesiveness 139
Group Property li Roles 139
Group Property 2: Norms 140
Group Property 3: Status 144
Contents 13
Group Property 4: Size 145
Group Property 5: Cohesiveness 146
Group Decision Making 146
Groups Versus the Individual 146
Groupthink and Groiipshift 141
Group Decision-Making Techniques 149
Global Implications 150
Implications for Managers 151
Chapter 9 Teams 153
Why Have Teams Become So Popular? 153
Differences Between Groups and Teams 154
Types of Teams 155
Problem-Solving Teams 155
Self-Managed Work Teams 155
Cross-Functional Teams 156
Virtual Teams 156
Creating Effective Teams 151
Context: What Factors Determine Whether Teams
Are Successfid 158
Team Composition 158
Work Design 161
Team Processes 161
Turning Individuals into Team Players 163
Beware! Teams Aren t Always the Answer 164
Global Implications 164
Implications for Managers 165
Chapter 10 Communication Processes 167
The Communication Process 167
Direction of Communication 168
Downward Communication 168
Upward Communication 169
Lateral Communication 169
Interpersonal Communication 170
Oral Communication 110
Written Communication 110
Nonverbal Communication 111
14 Contents
Organizational Communication 172
Formal Small-Group Networks 112
The Grapevine 113
Electronic Communications 114
Knowledge Management 111
Barriers to Effective Communication 178
Filtering 118
Selective Perception 118
Information Overload 119
Emotions 119
Language 119
Communication Apprehension 119
Global Implications 180
Implications for Managers 182
Chapter 11 Leadership 183
What Is Leadership? 183
Traditional Theories of Leadership 184
Trait Theories 184
Behavioral Theories 185
Summary of Trait Theories and Behavioral
Theories 186
Contingency Theories 181
Contemporary Approaches to Leadership 191
Charismatic Leadership 191
Transformational Leadership 194
Authentic Leadership: Are Ethics the Foundation
of Leadership? 197
What Is Authentic Leadership? 191
Ethics and Leadership 198
Challenges to the Leadership Construct 199
Leadership as an Attribution 199
Substitutes for and Neutralizers of Leadership 200
Finding and Creating Effective Leaders 200
Selecting Leaders 201
Training Leaders 201
Global Implications 202
Implications for Managers 203
Contents 15
Chapter 12 Power and Politics 205
A Definition of Power 205
Contrasting Leadership and Power 206
Bases of Power 206
Formal Power 206
Personal Power 201
Which Bases of Power Are Most Effective? 201
Power Tactics 207
Politics: Power In Action 209
Definition of Organizational Politics 209
The Reality of Politics 209
Causes and Consequences of Political Behavior 210
Factors Contributing to Political Behavior 210
How Do People Respond to Organizational Politics? 211
Impression Management 213
The Ethics of Behaving Politically 216
Global Implications 216
Implications for Managers 217
Chapter 13 Conflict and Negotiations 218
A Definition of Conflict 218
Transitions in Conflict Thought 219
The Traditional View of Conflict 219
The Human Relations View of Conflict 219
The lnteractionist View of Conflict 219
The Conflict Process 220
Stage I: Potential Opposition or Incompatibility 220
Stage Ih Cognition and Personalization 221
Stage 111: Intentions 222
Stage TV: Behavior 223
Stage Vi Outcomes 224
Negotiation 225
Bargaining Strategies 225
The Negotiation Process 228
Individual Differences in Negotiation Effectiveness 230
Global Implications 232
Implications for Managers 233
16 Contents
Part IV THE ORGANIZATION SYSTEM 236
Chapter 14 Structure and Organizational Behavior 236
What Is Organizational Structure? 236
Work Specialization 231
Departmentalization 238
Chain of Command 239
Span of Control 240
Centralization and Decentralization 241
Formalization 242
Common Organizational Designs 242
The Simple Structure 242
The Bureaucracy 243
The Matrix Structure 244
New Design Options 245
The Virtual Organization 245
The Boundaryless Organization 241
Why Do Structures Differ? 247
Strategy 248
Organization Size 249
Technology 249
Environment 249
Organizational Designs and Employee Behavior 250
Global Implications 251
Implications for Managers 252
Chapter 15 Organizational Culture 254
What Is Organizational Culture? 255
A Definition of Organizational Culture 255
Culture Is a Descriptive Term 255
Do Organizations Have Uniform Cidtures? 256
Strong Versus Weak Cultures 256
Culture Versus Formalization 256
What Do Cultures Do? 257
Cultures Functions 251
Culture as a Liability 251
Creating and Sustaining Culture 259
How a Culture Begins 259
Contents 17
Keeping a Culture Alive 259
Summary: How Cidtures Form 263
How Employees Learn Culture 264
Stories 264
Rituals 264
Material Symbols 264
Language 264
Creating an Ethical Organizational Culture 265
Creating a Positive Organizational Culture 266
Rewarding More Than Punishing 266
Global Implications 267
Implications for Managers 268
Chapter 16 Organizational Change 269
Forces for Change 269
Resistance to Change 270
Change Agents 211
Overcoming Resistance to Change 212
Approaches to Managing Organizational Change 273
Lewin s Three-Step Model 213
Kotter s Eight-Step Plan for Implementing Change 214
Organizational Development 215
Creating a Culture for Change 276
Stimulating a Culture of Innovation 216
Contemporary Issues in Organizational Change 278
Technology in the Workplace 218
Work Stress 218
Creating a Learning Organization 281
Global Implications 283
Implications for Managers 284
Epilogue 285
Endnotes 287
Glindex 315
|
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| indexdate | 2024-12-20T13:32:49Z |
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| spellingShingle | Robbins, Stephen P. 1943- Judge, Timothy A. Essentials of organizational behavior Organizational behavior Unternehmen (DE-588)4061963-1 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4285859-8 (DE-588)4043786-3 (DE-588)4018776-7 (DE-588)4151278-9 |
| title | Essentials of organizational behavior |
| title_auth | Essentials of organizational behavior |
| title_exact_search | Essentials of organizational behavior |
| title_full | Essentials of organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_fullStr | Essentials of organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_full_unstemmed | Essentials of organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_short | Essentials of organizational behavior |
| title_sort | essentials of organizational behavior |
| topic | Organizational behavior Unternehmen (DE-588)4061963-1 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Organizational behavior Unternehmen Organisationsverhalten Organisationspsychologie Führung Einführung |
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