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Organizational Behavior 4e Jones

Stan

Książka wygląda jak nowa. Wewnątrz bez zaznaczeń.

O książce

Opis zachowań w organizacjach. Autorzy prezentują podstawowe teorie i wyniki badań opisujących zachowania ludzi w organizacjach, procesty organizowania się w grupy, relacje między członkami grup i inne.

Spis treści

Preface xix

Chapter 1 Organizational Behavior and Management 2

What Is Organizational Behavior? 5
Organizational Behavior and Management 10
Challenges for Organizational Behavior and Management 16
Challenge 1 Using New Information Technology to Enhance Creativity and Organizational Learning 17
Challenge 2 Managing Human Resources to Increase Competitive Advantage 18
Challenge 3 Developing Organizational Ethics and Well-Being 23
Challenge 4 Managing a Diverse Workforce 25
Challenge 5 Managing the Global Environment 28

Part 1 Individuals in Organizations 40

Chapter 2 Individual Differences: Personality and Ability 40
 
The Nature of Personality 42
The Big Five Model of Personality 46
Other Organizationally Relevant Personality Traits 53
The Nature of Ability 59
The Management of Ability in Organizations 63

Chapter 3 The Experience of Work: Values, Attitudes, and Moods 71

Work Values, Attitudes, and Moods 73
Job Satisfaction 81
Theories of Job Satisfaction 85
Potential Consequences of Job Satisfaction 91
Organizational Commitment 97

Chapter 4 Perception, Attribution, and the Management of Diversity 105

The Nature of Perception 108
Characteristics of the Perceiver 111
Characteristics of the Target and Situation 115
Biases and Problems in Person Perception 122
Attribution Theory 130
Effectively Managing a Diverse Workforce 133

Chapter 5 Learning in Organizations 146

The Nature of Learning 149
Operant Conditioning: Increasing the Probability of Desired Behaviors 149
Operant Conditioning: Reducing the Probability of Undesired Behaviors 157
Operant Conditioning in Practice: Organizational Behavior Modification 161
Social Learning Theory 164
The Learning Organization 171

Chapter 6 The Nature of Work Motivation 179

What Is Work Motivation? 181
Why People Do What They Do: Theories of Work Motivation 186
Need Theory 189
Expectancy Theory 193
Equity Theory 199
Procedural Justice Theory 201

Chapter 7 Motivation Tools I: Job Design and Goal Setting 210

Job Design: Early Approaches 213
Job Design: The Job Characteristics Model 218
Job Design: The Social Information Processing Model 229
Job Design Models Summarized 232
Goal Setting 234
Goal Setting and Job Design as Motivation Tools 239

Chapter 8 Motivation Tools II: Performance Appraisal, Pay, and Careers 245
 
The Role of Performance Appraisal in Motivation 248
Pay as a Motivation Tool 258
Motivation Through Career Opportunities 265
Contemporary Career Challenges 270

Chapter 9 Stress and Work-Life Linkages 281
 
The Nature of Stress 284
Sources of Stress 292
Coping with Stress 300

Part 2 Groups and Organizational Processes 320

Chapter 10 The Nature of Work Groups and Teams 320

Introduction to Groups 323
Characteristics of Work Groups 328
How Groups Control Their Members: Roles and Rules 334
How Groups Control Their Members: Group Norms 337
Socialization: How Group Members Learn Roles, Rules, and Norms 344

Chapter 11 Effective Work Groups and Teams 355

Process Losses, Process Gains, and Group Effectiveness 357
Social Loafing: A Problem in Group Motivation and Performance 362
Group Tasks and Group Performance: Thompson's Model of Task Interdependence 365
Group Cohesiveness and Group Performance 370
Important Organizational Groups 374

Chapter 12 Leadership 387

Introduction to Leadership 390
Early Approaches to Leadership 391
Fiedler's Contingency Theory of Leadership 398
Contemporary Perspectives on Leadership 403
Does Leadership Always Matter in Organizations? 412
New Topics in Leadership Research 415
Recap of Leadership Approaches 421

Chapter 13 Communication 428

What Is Communication? 431
The Functions of Communication 433
The Communication Process 436
Selecting an Appropriate Communication Medium: Information Richness and New Information Technologies 445
Communication Networks in Organizations 455

Chapter 14 Decision Making 464

Types of Decisions 466
The Decision-Making Process 469
Sources of Error in Decision Making 473
Group Decision Making 479
Group Decision-Making Techniques 485
Creativity 489
 
Part 3 Intergroup Relations and the Organizational Context 505

Chapter 15 Organizational Structure and Culture 505

Organizational Structure, Culture, and Design 508
Differentiation: Grouping Organizational Activities 509
Integration: Mechanisms for Increasing Coordination 519
What Is Organizational Culture? 530
Chapter 16 Determinants of Organization Structure and Culture 544
The Organization's Environment 546
The Organization's Technology and Tasks 554
The Organization's Strategy 562

Chapter 17 Managing Global Organizations 576

Developing Global Understanding 578
Managing the Global Environment 586
Global Strategy and Structure 591
Managing Global Human Resources 601

Chapter 18 Power, Politics, and Conflict 612

The Nature of Power and Politics 614
Sources of Individual Power 616
Sources of Functional and Divisional Power 620
Organizational Politics: The Use of Power 623
What Is Organizational Conflict? 626
Pondy's Model of Organizational Conflict 630
Conflict Management Techniques 633

Chapter 19 Organizational Change and Development 643

Forces for and Resistance to Organizational Change 645
Organization-Level Resistance to Change 649
Evolutionary and Revolutionary Change in Organizations 653
Managing Change: Action Research 661
Organizational Development 666

Appendix 679
References 689
Photo Credits 716
Name Index 717
Company Index 718
Subject Index 720