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Organizational Behavior [Kõva köide]

, (Southeastern Oklahoma State University, USA), ,
  • Formaat: Hardback, 496 pages, kõrgus x laius: 210x148 mm, kaal: 929 g
  • Ilmumisaeg: 07-Nov-2001
  • Kirjastus: Routledge
  • ISBN-10: 0789012049
  • ISBN-13: 9780789012043
  • Formaat: Hardback, 496 pages, kõrgus x laius: 210x148 mm, kaal: 929 g
  • Ilmumisaeg: 07-Nov-2001
  • Kirjastus: Routledge
  • ISBN-10: 0789012049
  • ISBN-13: 9780789012043
Develop effective management skills with up-to-date theory and research!An effective understanding of workplace behavior requires a solid grounding in both principles and practice. Organizational Behavior provides both. This comprehensive textbook uses realistic case examples, self-tests, and plentiful tables and figures to illustrate the principles of organizational behavior.Each chapter begins by posing a difficult work situation, which may be a conflict, a problem with motivation, or an issue of diversity. Then it goes on to discuss the principles and theories that apply to the case, returning to it at times to see how various strategies work. The start-of-chapter problems catch studentsinterest, and the clear explications of theory give them the concepts they need to come up with innovative solutions. The classic areas of ethics, problem employees, motivation, conflict, and organizational culture are amply covered, but Organizational Behavior also deals with areas too often neglected, including:





the physical atmosphere of the workplace the effects of new technologies on workers the pitfalls and opportunities of globalization diversity and multiculturalism in the workplace both informal and formal organizational structure workplace gossip and the office grapevine

Organizational Behavior integrates theory with practice so that students learn to apply concepts to real-world problems. This comprehensive textbook, the second edition of Human Behavior at Work, also features discussion questions, additional cases, self-tests, and useful tables and figures. A teacher's manual with lecture notes and a test bank is also available.
Preface xv
Human Behavior at Work---With an Emphasis on Ethics
1(20)
Objectives
1(1)
A Case to Consider: The ``Best-Seller''
1(1)
Management Perspectives
2(3)
Ethical Issues and Social Responsibility
5(6)
Employee Dishonesty and Theft
11(4)
Summary
15(1)
Questions to Consider
16(1)
Chapter Case: Decisions, Decisions
17(1)
Glossary
18(3)
Diversity and Inequity in the Workplace
21(30)
Objectives
21(1)
A Case to Consider: Ellen Crenshaw---A Dissatisfied Banker
21(2)
Four American Generations
23(3)
Gender: Women As a Minority
26(7)
Older Workers As an Age Minority
33(3)
Younger Employees---Their Strengths and Weaknesses
36(1)
Minorities Based upon Race
37(3)
What Can Be Done?
40(1)
Workers with Disabilities
41(2)
Employees with AIDS
43(2)
Steps Toward Equity
45(1)
Summary
46(1)
Questions to Consider
47(1)
Chapter Case: A New Breed of Nurse
48(1)
Glossary
49(2)
Globalization and Its Effects
51(20)
Objectives
51(1)
A Case to Consider: I Need Advice!
51(2)
A Managerial Challenge---The Multinational Movement
53(2)
Cultural Values
55(3)
Societal Procedures and Methods
58(4)
Multinational Language and Communication
62(4)
Summary
66(1)
Questions to Consider
66(1)
Chapter Case: The Case of the Wrong Mangoes
66(2)
Glossary
68(3)
Organizational Culture---The Planned, Structured Side
71(24)
Objectives
71(1)
A Case to Consider: Fairfields Nursing Home
71(3)
The Culture of the Organization
74(11)
The Best Structure for an Organization to Have
85(2)
Contemporary Happenings in Organizational Composition
87(1)
Summary
88(2)
Questions to Consider
90(1)
Chapter Case: Changes at Barbados Airlines
90(3)
Glossary
93(2)
Organizational Culture---The Informal Organization and Power and Politics
95(32)
Objectives
95(1)
A Case to Consider: The Three Night Custodians
95(2)
Organizational Culture and Cultural Realities
97(2)
Overcoming a Faulty Culture
99(11)
Management's Relationship to the Informal Organization
110(2)
Power: For Managers Only? A Dirty Word?
112(10)
Summary
122(1)
Questions to Consider
123(1)
Chapter Case: Marley Printing Company
124(1)
Glossary
125(2)
What Good Are Groups, Anyway?
127(22)
Objectives
127(1)
A Case to Consider: O'Keefe---The Director Who Wants a Group Decision
127(2)
Formal Groups and Teams
129(1)
Traditional Groups and Teams
130(5)
Nontraditional Groups
135(7)
Team Building and Problem Solving
142(2)
Summary
144(1)
Questions to Consider
145(1)
Chapter Case: The Arrogant Architects
146(1)
Glossary
147(2)
The Physical Surroundings of the Workplace
149(24)
Objectives
149(1)
A Case to Consider: The Superior Insurance Company
149(2)
Effects of Nature---Temperature and Humidity
151(3)
The Impact of Visual Stimuli
154(3)
Auditory Factors---The Effects of Noise
157(3)
Physical Location and Placement
160(6)
The Status Impact of Physical Climate
166(1)
Smoking in the Workplace
167(3)
Summary
170(1)
Questions to Consider
170(1)
Chapter Case: The Casino Crazies
171(1)
Glossary
172(1)
Perception and the Individual
173(26)
Objectives
173(1)
A Case to Consider: David Addison---An Unexpected Success Story
173(2)
What You See Is What You Get
175(1)
Perceptions About Self and Others
176(9)
Role Perception
185(3)
Perception of Who Controls Outcomes (Locus of Control)
188(3)
The Pygmalion Effect---Improving Performance Through Perception
191(2)
Summary
193(1)
Questions to Consider
194(1)
Chapter Case: The State Highway Review Board
195(2)
Glossary
197(2)
Personal Needs in the Workplace
199(28)
Objectives
199(1)
A Case to Consider: Lisa Lanigan, CPA
199(1)
Can My Job Give Me What I Want?
200(1)
Needs Theories
201(5)
Specific Human Needs
206(10)
The Degree of Need Fulfillment and the Urgency of Needs
216(3)
Discovering the Current Needs of Workers
219(2)
Summary
221(1)
Questions to Consider
222(1)
Chapter Case: Motivational Problems at the Environmental Improvement Unit
222(2)
Glossary
224(3)
The Role of Leadership in the Organization
227(30)
Objectives
227(1)
A Case to Consider: Ted Gunderson---The Construction Supervisor
227(3)
How We Got Where We Are Today
230(15)
Flexible Leadership---Adapting the Appropriate Leadership Style to a Situation
245(1)
Determining Leadership Needs
246(4)
The Problem of Consistency
250(2)
Summary
252(1)
Questions to Consider
252(1)
Chapter Case: Seeing Through Things in Radiology
253(1)
Glossary
254(3)
Stimulating Employees to Action---The Motivational Process
257(26)
Objectives
257(1)
A Case to Consider: Brent Templeton---The Uninspired Draftsman
257(2)
Assumptions Underlying Needs-Based Motivation
259(1)
Where Do Motives Fit into Motivation?
260(1)
Expectancy Theory
261(6)
Equity Theory
267(2)
How Does the Supervisor Fit in?
269(1)
A Negative Motivational Model
269(2)
The Role of the Boss
271(1)
Goal Setting As a Motivational Concept
272(3)
The Motivational Potential of Jobs
275(3)
Summary
278(1)
Questions to Consider
279(1)
Chapter Case: The Case of the ``Hungry'' Actress
280(1)
Glossary
281(2)
The Reinforcement View of Motivation
283(22)
Objectives
283(1)
A Case to Consider: Marinell Clayton---The Full-Time Nurse Who Seldom Is
283(3)
Managing Reinforcement
286(15)
Summary
301(1)
Questions to Consider
301(1)
Chapter Case: Management On the Fast Track
302(1)
Glossary
303(2)
Communicating Concepts and Information
305(38)
Objectives
305(1)
A Case to Consider: Communication Policies at Central Food
305(3)
What Communicating Does
308(2)
The Perfect Organizational Communication Situation
310(1)
The Communication Process
310(4)
Receiver Responsibilities
314(1)
Problems in the Communication Process
315(4)
Overcoming Problems of Message Interpretation
319(2)
Creating Conditions for Effective Communication
321(2)
Encouraging Upward Communication
323(2)
Two Counseling Techniques
325(6)
The Grapevine and Its Problems
331(1)
Telling It Like It Is---Assertiveness
332(4)
Additional Communication Problems
336(1)
Summary
336(1)
Questions to Consider
337(1)
Chapter Case: Terry the Dispatcher
338(1)
Glossary
339(4)
Planned and Unplanned Change and Organizational Development
343(28)
Objectives
343(1)
A Case to Consider: More Overtime for Charlie Trikowsky
343(2)
Internal Change
345(1)
External Change
346(2)
Kinds of Changes
348(1)
The Effects of Change upon Employees
348(2)
Why Change Is Often Resisted
350(4)
Other Factors Influencing Response to the Demands for Change
354(2)
Management's Goals for Change
356(1)
Leadership for Change
356(1)
Managerial Guidelines
357(5)
Organizational Development
362(4)
Summary
366(1)
Questions to Consider
366(1)
Chapter Case: Making Something Happen at the School Board
367(1)
Glossary
368(3)
Managing Conflict
371(26)
Objectives
371(1)
A Case to Consider: Elizabeth Reynolds---The Secretary Everyone Wants
371(3)
Management's Goals When Conflict Arises
374(2)
Sources of Conflict
376(6)
The Degree of Conflict Development
382(1)
Dealing with Conflict
383(6)
Choosing an Appropriate Approach
389(2)
Summary
391(1)
Questions to Consider
392(1)
Chapter Case: Poor Sid Rosen---The Engineer and Manager
392(2)
Glossary
394(3)
Stress and Other Problems
397(24)
Objectives
397(1)
A Case to Consider: Who Has Stress, Anyway?
397(2)
The Causes of Stress
399(8)
What Happens to the Person Under Stress?
407(1)
Coping Methods for Dealing with Stress
408(1)
How Managers and Co-Workers Can Help
409(3)
The Problems of Alcoholism and the Abuse of Other Drugs
412(1)
Other Drug Abuse Problems
413(1)
Dealing with Alcohol and Other Drug Problems
414(2)
Summary
416(1)
Questions to Consider
417(1)
Chapter Case: Pat's Problem
418(1)
Glossary
419(2)
Technology---Its Impact in the Workplace
421(22)
Objectives
421(1)
A Case to Consider: What's in It for Me?
421(2)
The Flow of Technology Through an Organization
423(1)
The Chief Technology Officer
424(2)
What Technology Does for an Organization
426(4)
Technology and Communication
430(2)
Working at Home---The Cottage Industries
432(1)
Neighborhood Work Centers
433(1)
Outsourcing, Network Organizations and Virtual Corporations, and E-Commerce
434(1)
Health and Safety Problems from Technology
435(2)
Technology and the Manager
437(1)
Summary
438(1)
Questions to Consider
439(1)
Chapter Case: Retooling the Dealers
440(1)
Glossary
440(3)
Notes 443(22)
Name Index 465(6)
Subject Index 471


Robert E Stevens, David L Loudon, O. Jeff Harris Jr, Sandra J. Hartman