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Live: Art and Performance [Pehme köide]

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  • Formaat: Paperback / softback, 240 pages, kõrgus x laius: 254x178 mm, kaal: 1157 g
  • Ilmumisaeg: 10-Nov-2004
  • Kirjastus: Routledge
  • ISBN-10: 0415972396
  • ISBN-13: 9780415972390
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Live: Art and PerformanceSuurem pilt
  • Formaat: Paperback / softback, 240 pages, kõrgus x laius: 254x178 mm, kaal: 1157 g
  • Ilmumisaeg: 10-Nov-2004
  • Kirjastus: Routledge
  • ISBN-10: 0415972396
  • ISBN-13: 9780415972390
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780415972390.html
Märksõnad:
Artists and art critics explore the genre of performance and Live Art, the live element of contemporary art in the very lat 20th and very early 21st centuries, and its aesthetic, philosophical, and cultural potential. They highlight selected artists, artworks, and statements to explore some of their recurring formal and thematic concerns and solve vital questions on the phenomenon of liveness. Many photographs, most in color, are include. Annotation ©2004 Book News, Inc., Portland, OR (booknews.com)

Leading artists and thinkers assess the relevance of Live Art now and its impact within the visual arts and the broader cultural sphere.
preface xix
Introduction to Organizational Behavior
1(32)
Opening Case IKEA Has a Global Approach to OB
2(1)
What Is Organizational Behavior?
3(8)
The Nature of Organizational Behavior
4(1)
Levels of Analysis
5(1)
Organizational Behavior and Management
6(1)
Managerial Functions
7(2)
Ob Today: Dick's Restaurants Understands Its Employees
9(1)
Managerial Roles
10(1)
Managerial Skills
10(1)
Challenges for Organizational Behavior
11(2)
Challenge 1: The Changing Social and Cultural Environment
13(4)
Developing Organizational Ethics and Well-Being
13(1)
Managing Ethically: Ephedra Is a Dangerous Drug
14(1)
Dealing with a Diverse Workforce
15(2)
Challenge 2: The Evolving Global Environment
17(3)
Understanding Global Differences
17(1)
Global Learning
18(1)
Global View: What Goes Around Comes Around
19(1)
Challenge 3: Advancing Information Technology
20(3)
IT and Organizational Effectiveness
21(1)
IT, Creativity, and Organizational Learning
22(1)
Ob Today: Telemarketing Turns Off Customers
22(1)
Challenge 4: Shifting Work and Employment Relationships
23(10)
You're the Management Expert: Moving to Self-Managed Teams
24(1)
Summary
25(2)
Exercises in Understanding and Managing Organizational Behavior
27(2)
New York Times Cases in the News
For Many, Full-Time Work Means Part-Time Benefits
29(2)
As Levi's Work Is Exported, Stress Stays Home
31(2)
APPENDIX A SHORT HISTORY OF ORGANIZATIONAL BEHAVIOR RESEARCH
33(4)
F.W. Taylor and Scientific Management
33(1)
The Work of Mary Parker Follett
34(1)
The Hawthorne Studies and Human Relations
35(1)
Theory X and Theory Y
36(1)
Theory X
36(1)
Theory Y
37(1)
PART 1 Individuals in Organizations
37(272)
Individual Differences: Personality and Ability
37(32)
Opening Case Weldon's Determination
38(1)
The Nature of Personality
39(3)
Determinants of Personality: Nature and Nurture
39(1)
Personality and the Situation
40(2)
Personality: A Determinant of the Nature of Organizations
42(1)
The Big Five Model of Personality
42(6)
Extraversion
44(1)
Neuroticism
44(1)
Agreeableness
45(1)
Conscientiousness
46(1)
Openness to Experience
47(1)
Global View: Fujio Mitarai Cuts Costs and Takes Risks at Canon
47(1)
Conclusions
48(1)
Other Organizationally Relevant Personality Traits
48(5)
Locus of Control
49(1)
Self-Monitoring
49(1)
You're the Management Expert: Understanding a New Employee
49(2)
Self-Esteem
51(1)
Type A and Type B Personalities
51(1)
Needs for Achievement, Affiliation, and Power
51(2)
How Personality Is Measured
53(1)
The Nature of Ability
53(5)
Cognitive Ability
53(2)
Physical Ability
55(1)
Where Do Abilities Come from and How Are They Measured?
55(1)
Emotional Intelligence: A New Kind of Ability
56(2)
Focus On Diversity: Christine Poon Understands People at J&J
58(1)
The Management of Ability in Organizations
58(11)
Selection
59(1)
Placement
59(1)
Training
60(1)
Summary
61(1)
Exercises in Understanding and Managing Organizational Behavior
62(2)
New York Times Cases in the News
Getting to Know You Is as Easy as A, B, C or D
64(3)
Taking On the Tyco Challenge
67(2)
Work Values, Attitudes, and Moods and Emotions
69(34)
Opening Case Richard Branson Is Never Bored
70(1)
Values, Attitudes, and Moods and Emotions
71(5)
The Nature of Values
71(3)
The Nature of Work Attitudes
74(1)
Managing Ethically: When Codes of Ethics Fail
75(1)
The Nature of Moods and Emotions
76(3)
Relationships Between Values, Attitudes, and Moods and Emotions
79(1)
Ob Today: Inn at Little Washington Takes Emotional Labor One Step Further
79(1)
Job Satisfaction
80(3)
Determinants of Job Satisfaction
81(2)
Theories of Job Satisfaction
83(5)
The Facet Model of Job Satisfaction
84(1)
Herzberg's Motivator-Hygiene Theory of Job Satisfaction
85(2)
The Discrepancy Model of Job Satisfaction
87(1)
The Steady-State Theory of Job Satisfaction
87(1)
Measuring Job Satisfaction
88(1)
Potential Consequences of Job Satisfaction
88(5)
Does Job Satisfaction Affect Job Performance?
89(1)
Absenteeism
90(1)
Turnover
90(2)
Organizational Citizenship Behavior
92(1)
Employee Well-Being
93(1)
Organizational Commitment
93(10)
Determinants of Affective Commitment
93(1)
Potential Consequences of Affective Commitment
94(1)
You're the Management Expert: Increasing Affective Commitment
94(1)
Summary
94(2)
Exercises in Understanding and Managing Organizational Behavior
96(2)
New York Times Cases in the News
This Mayor's a Workhorse, and She Does It for Nothing
98(2)
Youthful Attitudes, Sobering Realities. A Tough Labor Market Hasn't Shaken Priorities of Younger Workers
100(3)
Perception, Attribution, and the Management of Diversity
103(36)
Opening Case Proactively Managing Diversity
104(1)
The Nature of Perception
105(2)
Characteristics of the Perceiver
107(4)
Schemas: The Perceiver's Knowledge Base
108(2)
The Perceiver's Motivational State
110(1)
Ob Today: When Appearance Takes on a Totally New Meaning
110(1)
The Perceiver's Mood
111(1)
Characteristics of the Target and Situation
111(6)
Ambiguity of the Target
112(1)
Social Status of the Target
113(1)
Impression Management by the Target
113(1)
Information Provided by the Situation
114(1)
Standing Out in the Crowd: The Effects of Salience in a Situation
115(2)
Biases and Problems in Person Perception
117(4)
Primacy Effects
118(1)
Contrast Effects
119(1)
Halo Effects
119(1)
Similar-to-Me Effects
119(1)
Harshness, Leniency, and Average Tendency Biases
120(1)
Knowledge-of-Predictor Bias
120(1)
Attribution Theory
121(4)
Internal and External Attributions
122(1)
Attributional Biases
123(2)
You're the Management Expert: Helping a Co-Worker
125(1)
Effectively Managing a Diverse Workforce
125(14)
Securing Top-Management Commitment to Diversity
125(1)
Global View: Use of Diversity Directors on the Rise
126(1)
Diversity Training
127(1)
Education
128(1)
Mentoring Programs
128(2)
Sexual Harassment
130(2)
Summary
132(1)
Exercises in Understanding and Managing Organizational Behavior
133(3)
New York Times Cases in the News
Japan's Neglected Resource: Female Workers
136(1)
The Supreme Court Finds the `Mushball Middle' on Affirmative Action
137(2)
Learning and Creativity
139(34)
Opening Case Continuous Learning at Segate Technologies
140(1)
The Nature of Learning
141(1)
Learning Through Consequences
141(10)
Encouraging Desired Behaviors through Positive and Negative Reinforcement
142(4)
Shaping
146(1)
Discouraging Undesired Behaviors through Extinction and Punishment
146(2)
Organizational Behavior Modification
148(3)
Ethical Issues in OB Mod
151(1)
Learning from Others
151(3)
Global View: Vicarious Learning at the Ritz-Carlton
153(1)
Learning on Your Own
154(3)
Beliefs About One's Ability to Learn: The Role of Self-Efficacy
156(1)
Sources of Self-Efficacy
156(1)
Learning by Doing
157(1)
Continuous Learning Through Creativity
158(6)
The Creative Process
158(2)
Characteristics of Employees That Contribute to Creativity
160(1)
Ob Today: HP's Big Bang
160(2)
Characteristics of the Organizational Situation That Contribute to Creativity
162(1)
The Interaction of Personality and Situational Factors
163(1)
You're the Management Expert: Encouraging Independent Thinking
163(1)
The Learning Organization
164(9)
Summary
165(2)
Exercises in Understanding and Managing Organizational Behavior
167(2)
New York Times Cases in the News
Monitoring Calls in New World of Quality Assurance
169(2)
Working Mothers Swaying Senate Debate as Senators
171(2)
The Nature of Work Motivation
173(28)
Opening Case Motivating Employees at the SAS Institute: A Win-Win Situation
174(1)
What Is Work Motivation?
175(4)
The Distinction Between Motivation and Performance
176(1)
Intrinsic and Extrinsic Motivation
177(1)
Managing Ethically: Saving the Planet
178(1)
Why People Do What They Do: Theories of Work Motivation
179(2)
Question Answered by Need Theory
179(1)
Questions Answered by Expectancy Theory
180(1)
Question Answered by Equity Theory
180(1)
Question Answered by Procedural Justice Theory
180(1)
Need Theory
181(3)
Maslow's Hierarchy of Needs
181(2)
Alderfer's ERG Theory
183(1)
The Research Evidence
184(1)
Expectancy Theory
184(5)
Valence: How Desirable Is An Outcome?
185(1)
Instrumentality: What Is the Connection Between Job Performance and Outcomes?
186(1)
Expectancy: What Is the Connection Between Effort and Job Performance?
187(1)
The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation
187(1)
Global View: Motivating Steel Workers
188(1)
Equity Theory
189(4)
Equity
190(1)
Inequity
190(1)
Ways to Restore Equity
191(1)
The Effects of Inequity and the Research Evidence
192(1)
You're the Management Expert: When Equal Treatment Backfires
192(1)
Procedural Justice Theory
193(8)
Causes of Procedural Justice
193(1)
Consequences of Procedural Justice
193(1)
Summary
194(2)
Exercises in Understanding and Managing Organizational Behavior
196(2)
New York Times Cases in the News
Top Users Of Sick Leave Face Transfer In Fire Dept
198(1)
Men in Teaching Fall to a 40-Year Low, Survey Finds
199(2)
Creating a Motivating Work Setting
201(34)
Opening Case Motivating Employees at Hydro
202(1)
Job Design: Early Approaches
203(5)
Scientific Management
204(2)
Job Enlargement and Job Enrichment
206(1)
Ob Today: Cutting Costs and Increasing Efficiency at General Mills
207(1)
Job Design: The Job Characteristics Model
208(9)
Core Job Dimensions
208(1)
The Motivating Potential Score
209(3)
Critical Psychological States
212(1)
Work and Personal Outcomes
213(1)
The Role of Individual Differences in Employees' Responses to Job Design
214(2)
The Research Evidence
216(1)
You're the Management Expert: Redesigning Jobs
216(1)
Job Design: The Social Information Processing Model
217(2)
The Role of the Social Environment
217(1)
The Role of Past Behaviors
218(1)
Job Design Models Summarized
219(1)
Organizational Objectives
220(2)
Ob Today: Google's Quest to Be the Best
221(1)
Goal Setting
222(5)
What Kinds of Goals Lead to High Motivation and Performance?
222(1)
Why Do Goals Affect Motivation and Performance?
223(2)
Managing Ethically: There's No Such Thing as a Free Burger
225(1)
Limits To Goal-Setting Theory
225(1)
Management By Objectives
226(1)
Goal Setting and Job Design as Motivation Tools
227(8)
Summary
227(2)
Exercises in Understanding and Managing Organizational Behavior
229(2)
New York Times Cases in the News
After Many Generations, Floating Hospital Is Still Going, Just Not Floating
231(2)
Korean Steel Maker Finds Strength in Flexibility
233(2)
Pay, Careers, and Changing Employment Relationships
235(38)
Opening Case Changing with the Times at Briggs & Stratton
236(1)
Psychological Contracts
237(4)
Determinants of Psychological Contracts
237(2)
Types of Psychological Contracts
239(1)
Global View: Outsourcing White-Collar Jobs
240(1)
When Psychological Contracts Are Broken
241(1)
Performance Appraisal
241(10)
Encouraging High Levels of Motivation and Performance
242(1)
Providing Information for Decision Making
243(1)
Developing a Performance Appraisal System
243(4)
You're the Management Expert: Promoting High-Quality Customer Service
247(4)
Potential Problems in Subjective Performance Appraisal
251(1)
Pay and the Employment Relation
251(6)
Merit Pay Plans
252(1)
Should Merit Pay Be Based on Individual, Group, or Organizational Performance?
253(1)
Should Merit Pay Be in the Form of a Salary Increase or a Bonus?
253(1)
Managing Ethically'' Rewarding Employees and Protecting the Environment: A Winning Combination at Dofasco
254(1)
Examples of Merit Pay Plans
255(1)
The Ethics of Pay Differentials and Comparable Worth
256(1)
Careers
257(16)
The Nature of Careers
257(1)
Types of Careers
258(1)
Career Stages
258(4)
Contemporary Career Challenges
262(3)
Summary
265(1)
Exercises in Understanding and Managing Organizational Behavior
266(2)
New York Times Cases in the News
Chairman Quits Stock Exchange In Furor Over Pay
268(2)
Older Workers Are Thriving Despite Recent Hard Times
270(3)
Managing Stress and Work--Life Balance
273(36)
Opening Case Doing More With Less
274(1)
The Nature of Stress
275(8)
Managing Ethically: Violence in the Workplace
276(1)
Individual Differences and Stress
277(2)
Consequences of Stress
279(4)
Sources of Stress
283(10)
Personal Stressors
283(2)
Job-Related Stressors
285(2)
Managing Ethically: Laid Off and On Your Own
287(2)
Group- and Organization-Related Stressors
289(2)
Stressors Arising Out of Work--Life Balance
291(1)
Environmental Uncertainty
291(1)
Global View: Keeping Stress and Fear from Getting Out of Hand
292(1)
Coping With Stress
293(16)
Problem-Focused Coping Strategies for Individuals
293(2)
Emotion-Focused Coping Strategies for Individuals
295(2)
Problem-Focused Coping Strategies for Organizations
297(1)
You're the Management Expert: Coping With the Stress of a Challenging New Job
297(3)
Emotion-Focused Coping Strategies for Organizations
300(2)
Summary
302(2)
Exercises in Understanding and Managing Organizational Behavior
304(2)
New York Times Cases in the News
Employers Take a United Stand in Insisting on Labor Concessions
306(2)
Workplace Deaths Rise in China Despite New Safety Legislation
308(1)
PART 2 Group and Team Processes
309(194)
The Nature of Work Groups and Teams
309(32)
Opening Case Hummer's Winning Team
310(1)
Introduction to Groups
311(4)
Types of Work Groups
312(2)
Group Development Over Time: The Five-Stage Model
314(1)
Characteristics of Work Groups
315(6)
Group Size
315(1)
Group Composition
316(2)
Group Function
318(1)
Global View: Oobeyas Design the Matrix
318(1)
Group Status
319(1)
Group Efficacy
319(1)
Social Facilitation
320(1)
How Groups Control Their Members: Roles and Rules
321(3)
Roles
321(2)
Written Rules
323(1)
Ob Today: Zingerman's ``Steps'' to Success
323(1)
How Groups Control Their Members: Group Norms
324(6)
Why Do Group Members Conform to Norms?
325(1)
Idiosyncrasy Credit
325(1)
The Pros and Cons of Conformity and Deviance
326(1)
Balancing Conformity and Deviance
326(2)
Ensuring that Group Norms Are Functional for the Organization
328(1)
You're the Management Expert: Aligning Goals
329(1)
Socialization: How Group Members Learn Roles, Rules, And Norms
330(11)
Socialization and Role Orientation
330(1)
Socialization Tactics
330(4)
Summary
334(2)
Exercises in Understanding and Managing Organizational Behavior
336(2)
New York Times Cases in the News
Japanese Workers Told From on High: Drop the Formality
338(2)
Ex-Executive Admits Inflating Company Profit
340(1)
Effective Work Groups and Teams
341(32)
Opening Case Creating High-Performing Teams Is a Difficult Thing to Do
342(1)
Process Losses, Process Gains, and Group Effectiveness
343(3)
Potential Performance
343(1)
Process Losses and Performance
344(1)
Process Gains and Performance
345(1)
Social Loafing: A Problem in Group Motivation and Performance
346(3)
Group Size and Social Loafing
347(1)
Ways to Reduce Social Loafing
347(2)
How Group Tasks Affect Group Performance
349(5)
Pooled Interdependence
349(1)
Ob Today: How GlaxoSmithKline Used Groups to Boost Productivity
349(1)
Sequential Interdependence
350(2)
Reciprocal Interdependence
352(1)
You're the Management Expert: What Kinds of Groups and Tasks?
353(1)
Group Cohesiveness and Performance
354(5)
Factors that Contribute to Group Cohesiveness
354(2)
Consequences of Group Cohesiveness
356(2)
Global View: Teams, Teams, and More Teams at Nokia
358(1)
Important Organizational Groups
359(14)
The Top Management Team
359(1)
Self-Managed Work Teams
360(2)
Research and Development Teams
362(2)
Virtual Teams
364(1)
Ob Today: The Challenges of Being a Virtual Team Member
365(1)
Summary
366(1)
Exercises in Understanding and Managing Organizational Behavior
367(2)
New York Times Cases in the News
For Group Doctors, a Winning Model
369(1)
A Firehouse Culture Where Taunts and Teasing Flourish
370(3)
Leaders and Leadership
373(32)
Opening Case No ``One Size Fits All'' Approach to Leadership
374(1)
Introduction to Leadership
375(1)
Early Approaches to Leadership
376(5)
The Leader Trait Approach
376(1)
The Leader Behavior Approach
377(2)
The Behavior Approach: Leader Reward and Punishing Behavior
379(1)
Measuring Leader Behaviors
379(1)
What Is Missing in the Trait and Behavior Approaches?
380(1)
Fiedler's Contingency Theory of Leadership
381(4)
Leader Style
381(1)
Situational Characteristics
382(1)
The Contingency Model
383(2)
Contemporary Perspectives on Leadership
385(6)
Path-Goal Theory: How Leaders Motivate Followers
385(3)
Ob Today: Tammy Savage and the NetGen
388(1)
The Vroom and Yetton Model: Participation in Decision Making
389(1)
Leader---Member Exchange Theory: Relationships Between Leaders and Followers
390(1)
Does Leadership Always Matter in Organizations?
391(3)
Leadership Substitutes
392(1)
Leadership Neutralizers
392(1)
The Romance of Leadership
393(1)
You're the Management Expert: How to Lead Me
393(1)
New Topics in Leadership Research
394(4)
Transformational and Charismatic Leadership
394(1)
Global View: Avon Is Calling Everywhere
395(1)
The Effect of Leader Mood
396(1)
Gender and Leadership
397(1)
Recap of Leadership Approaches
398(7)
Summary
398(2)
Exercises in Understanding and Managing Organizational Behavior
400(2)
New York Times Cases in the News
An Apparent Heir at Xerox
402(2)
Chief Seeks to Revive J. Crew's Preppy Heyday
404(1)
Power, Politics, Conflict, and Negotiation
405(30)
Opening Case A Power Struggle at Gucci
406(1)
The Nature of Power and Politics
407(1)
Sources of Individual Power
408(6)
Sources of Formal Individual Power
409(2)
Sources of Informal Individual Power
411(1)
Sources of Functional and Divisional Power
412(1)
Ability to Control Uncertain Contingencies
412(1)
You're the Management Expert: Identifying Who Has Power
412(1)
Irreplaceability
413(1)
Centrality
413(1)
Ability to Control and Generate Resources
414(1)
Organizational Politics: The Use of Power
414(4)
Tactics for Increasing Individual Power
414(3)
Ob Today: Politics at Kodak
417(1)
Managing Organizational Politics
418(1)
What Is Organizational Conflict?
418(2)
Sources of Organizational Conflict
419(1)
Differentiation
419(1)
Task Relationships
419(1)
Scarcity of Resources
420(1)
Pondy's Model of Organizational Conflict
420(4)
Latent Conflict
420(1)
Perceived Conflict
421(1)
Felt Conflict
421(1)
Manifest Conflict
421(1)
Conflict Aftermath
422(1)
Ob Today: When Partners Battle for Control of Their Company
423(1)
Negotiation: Resolving Conflict
424(11)
Individual-Level Conflict Management
424(1)
Group-Level Conflict Management
425(3)
Summary
428(1)
Exercises in Understanding and Managing Organizational Behavior
429(2)
New York Times Cases in the News
Criticism of Disney Chief Grows Bolder
431(2)
Viacom's Top 2 Remain Icy as Deadline Looms
433(2)
Communication in Organizations
435(34)
Opening Case Combining Face-to-Face and Intranet Communication Pays Off
436(1)
What is Communication?
437(7)
The Functions of Communication
437(2)
Managing Ethically: What's the Right Way to Use the WWW?
439(2)
Communication Networks in Organizations
441(3)
The Communication Process
444(4)
The Sender and the Message
444(1)
Encoding
445(1)
The Medium
445(2)
The Receiver: Decoding and the Feedback Loop
447(1)
Barriers to Effective Communication
448(5)
Filtering and Information Distortion
448(1)
Poor Listening
449(1)
Lack of or Inappropriate Feedback
449(1)
Ob Today: Consequences of Poor Listening Skills
450(1)
Rumors and the Grapevine
451(1)
Workforce Diversity
452(1)
Differences in Cross-Cultural Linguistic Styles
453(1)
Selecting an Appropriate Communication Medium
453(4)
Information Richness
454(1)
Trade-Offs in the Choice of Media
455(1)
Using New Information Technology
456(1)
Persuasive Communication
457(12)
A Model of Persuasive Communication
458(1)
You're the Management Expert: How to Speed Product Development
458(3)
Ob Today: A Failure in Communication
461(1)
Summary
462(1)
Exercises in Understanding and Managing Organizational Behavior
463(2)
New York Times Cases in the News
Learning to Wow 'Em With Stage Presence
465(2)
Big Blue's Big Bet: Less Tech, More Touch
467(2)
Decision Making and Organizational Learning
469(34)
Opening Case A Big Turnaround in Nike's Decision Making
470(1)
Types of Decisions
471(2)
Nonprogrammed Decisions
472(1)
Programmed Decisions
472(1)
The Decision-Making Process
473(4)
The Classical Model of Decision Making
474(1)
March and Simon's Administrative Model of Decision Making
475(2)
Sources of Error in Decision Making
477(6)
Heuristics and the Biases They May Lead to
477(2)
Escalation of Commitment
479(2)
The Role of Information Technology (IT)
481(1)
Global View: SAP's ERP System
482(1)
Group Decision Making
483(6)
Advantages of Group Decision Making
484(1)
Disadvantages of Group Decision Making
485(2)
Other Consequences of Group Decision Making
487(2)
Group Decision--Making Techniques
489(4)
Brainstorming
489(1)
You're the Management Expert: Solving Competition Between Teams
489(1)
The Nominal Group Technique
490(1)
The Delphi Technique
490(1)
Group Decision-Making Techniques Used in Total Quality Management
491(1)
Ob Today: How Plexus Decided It Could Make Flexible Manufacturing Pay Off
492(1)
Organizational Learning
493(10)
Types of Organizational Learning
493(1)
Principles of Organizational Learning
494(2)
Summary
496(2)
Exercises in Understanding and Managing Organizational Behavior
498(2)
New York Times Cases in the News
Sweet Taste of Start-Up Success
500(1)
After a Fast Start, Growing Pains
501(2)
PART 3 Organizational Processes
503(94)
Organizational Design and Structure
503(30)
Opening Case A New Approach to Organizing at Sun Life Financial
504(1)
Designing Organizational Structure
505(4)
The Organizational Environment
505(1)
Technology
506(2)
Human Resources and the Employment Relationship
508(1)
Organic and Mechanistic Structures
508(1)
Grouping Jobs Into Functions and Divisions
509(7)
You're the Management Expert: Which Work System Is Better?
509(1)
Advantages of a Functional Structure
510(1)
Disadvantages of a Functional Structure
510(1)
Divisional Structures: Product, Market, and Geographic
511(2)
Advantages of a Divisional Structure
513(1)
Disadvantages of a Divisional Structure
514(1)
Matrix Structure
514(2)
Summary
516(1)
Coordinating Functions and Divisions
516(9)
Allocating Authority
516(3)
Mutual Adjustment and Integrating Mechanisms
519(3)
Ob Today: DaimlerChrysler's Cross-Functional Product Team Structure
522(1)
Standardization
523(1)
Ob Today: This Dot--Com Thrives on Rules
524(1)
New IT-Enabled Forms of Organizational Design and Structure
525(8)
The Effects of IT Inside Organizations
525(1)
The Effects of IT Between Organizations
525(1)
Ob Today: Accenture's ``Virtual'' Organization
526(2)
Summary
528(1)
Exercises in Understanding and Managing Organizational Behavior
529(2)
New York Times Cases in the News
Sony Music to Cut 1,000 Jobs in a Broad Restructuring Plan
531(1)
3M, Textron, and Lockheed Reorganize Their Structures
532(1)
Organizational Culture and Ethical Behavior
533(32)
Opening Case How 3M Built a Culture for Innovation
534(1)
What Is Organizational Culture?
535(2)
How Is an Organization's Culture Transmitted to Its Members?
537(5)
Socialization and Socialization Tactics
538(1)
Stories, Ceremonies, and Organizational Language
539(1)
Ob Today: Sam Walton and Wal-Mart's Culture
540(1)
You're the Management Expert: A Culture of Cleanliness
541(1)
Factors Shaping Organizational Culture
542(7)
Characteristics of People within the Organization
542(1)
Organizational Ethics
543(2)
The Employment Relationship
545(1)
Ob Today: Bimba Changes Its Approach
546(1)
Organizational Structure
547(1)
Adaptive Cultures versus Inert Cultures
548(1)
Values From the National Culture
549(4)
Hofstede's Model of National Culture
549(3)
Global View: Different Cultures Make Cooperation Difficult
552(1)
Creating an Ethical Culture
553(12)
Why Does Unethical Behavior Occur?
554(1)
Ways to Create an Ethical Culture
555(1)
Managing Ethically: A Change in Disney's Board of Directors
556(2)
Summary
558(1)
Exercises in Understanding and Managing Organizational Behavior
559(2)
New York Times Cases in the News
Many Find an Office's Culture Is More Than Dress-Shirt Deep
561(2)
Excerpts From Report of the Columbia Accident Investigation Board
563(2)
Organizational Change and Development
565(32)
Opening Case Toyota Is a Master at Managing Change
566(1)
Forces for and Resistance to Organizational Change
567(7)
Forces for Change
567(3)
Managing Ethically: Nike, Reebok, Adidas, and the Sweatshops
570(1)
Impediments to Change
571(1)
Organization-Level Resistance to Change
571(1)
Group-Level Resistance to Change
572(1)
Individual-Level Resistance to Change
573(1)
Lewin's Force-Field Theory of Change
573(1)
Evolutionary and Revolutionary Change in Organizations
574(7)
Evolutionary Change I: Sociotechnical Systems Theory
574(1)
Evolutionary Change II: Total Quality Management
575(2)
Revolutionary Change I: Reengineering
577(1)
Ob Today: Reengineering at Hallmark Cards
578(1)
Revolutionary Change II: Restructuring
579(1)
Global View: eMachines Joins With Gateway
579(1)
Revolutionary Change III: Innovation
580(1)
Managing Change: Action Research
581(4)
Diagnosis of the Organization
582(1)
Determining the Desired Future State
582(1)
Implementing Action
582(2)
Evaluating the Action
584(1)
You're the Management Expert: Bringing Change to a Restaurant
584(1)
Institutionalizing Action Research
585(1)
Organizational Development
585(12)
OD Techniques to Deal with Resistance to Change
585(2)
OD Techniques to Promote Change
587(3)
Summary
590(1)
Exercises in Understanding and Managing Organizational Behavior
591(2)
New York Times Cases in the News
IBM Explores Shift of Some Jobs Overseas
593(2)
Schering-Plough Details Its Steps for a Turnaround
595(2)
Appendix: Research Methods in Organizational Behavior 597(6)
References 603(35)
Photo Credits 638(1)
Name Index 639(7)
Company Index 646(2)
Subject Index 648
Adrian Heathfield writes on and curates performance. He is a Principal Research Fellow in Performance, at the School of Art and Design, The Nottingham Trent University.