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Management of Organizational Behavior: Leading Human Resources / Edition 10

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Overview

Forty years in the making, Management of Organizational Behavio r is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.

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Product Details

  • ISBN-13: 9780132556408
  • Publisher: Prentice Hall
  • Publication date: 8/1/2012
  • Edition description: New Edition
  • Edition number: 10
  • Pages: 360
  • Sales rank: 151,669
  • Product dimensions: 7.00 (w) x 9.20 (h) x 0.70 (d)

Table of Contents

Chapter 1 Management: An Applied Behavioral Sciences Approach

The Purpose of Management

The Impact of These Trends

Organizations as Sources of Competitive Advantage

The Challenges of Leading an Organization

Distinctions between Management and Leadership

Management Defined

Leadership Defined

Are Management and Leadership Really Necessary?

Three Competencies of Leadership

Management Process

Skills of a Manager

Organizations as Social Systems

Ingredients for Effective Human Skills

Understanding Behavior

Predicting Behavior

Directing, Changing, and Influencing Behavior

Learning to Apply Behavioral Science Theory


Chapter 2 Motivation and Behavior

Theories of Behavior

Goal-Oriented Behavior

Motives

Goals

Motive Strength

Changes in Motive Strength

Categories of Activities

Motives, Goals, and Activities

Expectancy Theory

Availability

Hierarchy of Needs

Motivational Research

Physiological Needs

Safety Needs

Social Needs

Esteem Needs

Self-Actualization Needs

Chapter 3 Motivating

The Hawthorne Studies Elton Mayo

Theory X and Theory Y Douglas McGregor

Informal Work Groups George C. Homans

Increasing Interpersonal Competence Chris Argyris

Argyris’s Immaturity-Maturity Theory

Motivation-Hygiene Theory Frederick Herzberg

Hygiene Factors

Motivators

The Relationship of Herzberg’s Theory to Maslow’s Theory

Job Enrichment

Summary


Chapter 4 Leadership: An Initial Perspective

Leadership Defined

The Vision into Performance Model

The ACHIEVE Model

Background

Using the ACHIEVE Model

Legacies of the Past

Schools of Organizational Theory

Scientific Management Movement—Frederick Winslow Taylor

Human Relations Movement—Elton Mayo

Trait Approaches to Leadership

Negative Leadership Traits

Attitudinal Approaches

Ohio State Leadership Studies

Michigan Leadership Studies

Group Dynamics Studies

Rensis Likert’s Management Systems

Theory into Practice

The Leadership Grid®—Robert R. Blake and Anne Adams McCanse

Is There a Best Style of Leadership?

Preview

Chapter 5 Leadership: Situational Approaches

Situational Approaches to Leadership

Tannenbaum-Schmidt Continuum of Leader Behavior

Fiedler’s Contingency Model

House-Mitchell Path-Goal Theory

Vroom-Yetton Contingency Model

Hersey-Blanchard Tridimensional Leader Effectiveness Model

Effectiveness Dimension

Instrumentation

What about Consistency?

Attitude versus Behavior

Summary

Chapter 6 Determining Effectiveness

Management Effectiveness versus Leadership Effectiveness

Successful Leadership versus Effective Leadership

What Determines Organizational Effectiveness?

Causal Variables

Intervening Variables

Output, or End Result, Variables

Long-Term Goals versus Short-Term Goals

Organizational Dilemma

Participation and Effectiveness

Management by Objectives

Style and Effectiveness

Chapter 7 Situational Leadership®

Situational Leadership®

The Center for Leadership Studies

Basic Concept of Situational Leadership®

Performance Readiness® of the Followers or Group

Performance Readiness® Defined

Going from R1 to R2 to R3

Selecting Appropriate Styles

Matching Performance Readiness® Level 1 with Leadership Style 1—Telling

Matching Performance Readiness® Level 2 with Leadership Style 2—Selling

Matching Performance Readiness® Level 3 with Leadership Style 3—Participating

Matching Performance Readiness® Level 4 with Leadership Style 4—Delegating

Appropriate Leadership Styles

Application of Situational Leadership®

Determining Appropriate Style

Effective Task Statements

Direction of Performance Readiness® Change

Instruments to Measure Performance Readiness®

Components of Leadership Style

Chapter 8 Situational Leadership®: The Perception, and Impact of Power

Power Defined

Position Power and Personal Power

Selling within Your Own Organization

Additional Bases of Power

The Perception of Power

Get the Information Out

Performance Readiness®, Styles, and Power Bases

Coercive Power—The Perceived Ability to Provide Sanctions, Punishment, or Consequences for Not Performing

Connection Power—The Perceived Association of the Leader with Influential Persons or Organizations

Reward Power—The Perceived Ability to Provide Things That People Would Like to Have

Legitimate Power—The Perception That It Is Appropriate for the Leader to Make Decisions because of Title, Role, or Position in the Organization

Referent Power—The Perceived Attractiveness of Interacting with the Leader

Information Power—The Perceived Access to, or Possession of, Useful Information

Expert Power—The Perception That the Leader Has Relevant Education, Experience, and Expertise

Is There a Best Type of Power?

Power Bases and Performance Readiness® Level

Integrating Power Bases, Performance Readiness Level, and Leadership Style through Situational Leadership®

The Situational Use of Power

Developing Sources of Power

Sources of Power

Eroding Sources of Power

Do You Want Power?

Other Views on Differences between Men and Women Managers

What about Empowerment?

The Power Perception Profile

Development of the Power Perception Profile

Uses of the Power Perception Profile

Chapter 9 Situational Leadership®: Training and Development

Increasing Effectiveness

Breaking the Ineffective Cycle

Developmental Cycle

What’s in It for the Manager?

What Do We Want to Influence?

How Is the Person Doing Now?

Determining Performance Readiness®

Increasing Performance Readiness®

Successive Approximations

Time and the Developmental Cycle

Chapter 10 The Situational Leader and Constructive Discipline

The Regressive Cycle

Relationship between Ability and Willingness in the Developmental and Regressive Cycles

Some Things to Remember When Disciplining an Individual

Making the Intervention Timely

Varying the Emotional Level

Focusing on Performance

Be Specific; Do Your Homework

Keep It Private

Punishment and Negative Reinforcement

Extinction

When to Use Punishment or Extinction

An Example of Using Behavior Modification

Problems and Their Ownership—Who’s Got the Problem?

Problem Ownership and Situational Leadership®

Positive Discipline

Summary

Chapter 11 Self-Awareness and Leadership Style

Leadership and Self-Awareness

Johari Window

Feedback

Disclosure

Building Self-Perception through the LEAD Feedback

Leadership Style

Style Range, or Flexibility

Style Adaptability

Flexibility: A Question of Willingness

Is There Only One Appropriate Styles?

Self-Perception Versus Style

Is it too late?

LEAD Profile Results

Sample

Two-Style Profile

Wide Flexibility

Reference to Situational Leadership®

Style Profile 1-2

Style Profile 1-3

Style Profile 1-4

Style Profile 2-3 •

Style Profile 2-4

Style Profile 3-4

Determining the Leadership Style of a Manager

Contracting for Leadership Style

Adding the Contracting Process

An Example—Contracting for Leadership Styles in a School

Using the Performance Readiness® Style Match

Summary

Chapter 12 Effective Communication

How Important Is Effective Communication?

Communication Models

The Linear Model

The Interactional Model

The Transactional Model

Active Listening

Pacing, Then Leading

How to Test for Rapport

Organizational Communication

Patterns of Communication

Is There a “Best” Pattern of Communication?

Gender and Generational Communication Differences

Communication Across Cultures

When Communication Falters

Sumary

Chapter 13 Leading Effective Teams

Teams as a Competitive Strategy

Definitions and Distinctions

Team Basics

Obstacles to Effective Team Performance

Lack of Emotional Intelligence

Lack of Leadership Skill

Leadership in a Team Environment

Team Problem-Solving Modes

Helping and Hindering Roles

S1 (HT/LR) Competency

S2 (HT/HR) Competency

S3 (HR/LT) Competency

S4 (LR/LT) Competency

Summary

Chapter 14 Implementing Situational Leadership®: Managing Performance

Defining Organizational Performance

Managing Individual Performance

Feedback and the 360 Degree Assessment Process

Performance Management Using the ACHIEVE Model

Summary

Chapter 15 Implementing Situational Leadership®: Building Commitments

How Your Brain Makes Decisions

Decision Making in Context

Decision Style

Decision Making and Leader Latitude

Building Commitments

Commitment to the Customer

Commitment to the Organization

Commitment to Self

Commitment to People

Commitment to the Task

Managerial Excellence

Chapter 16 Planning and Implementing Change

General Framework for Understanding Change

Diagnosis (Why Change?)

Implementation – Getting from Here to There

Lewin’s Change Process

Force Field Analysis

Schein’s Psychological Safety

First-Order and Second-Order Change

Change Cycles

Levels of Change

Participative Change

Directive Change

Is There a “Best” Strategy for Change?

Advantages and Disadvantages of Change Cycles

Change Process – Some Examples

Chapter 17 Leadership Strategies for Organizational Transformations

Characteristics of Organizational Transformation

Transformational Leadership

Personal Commitment to the Transformation by the Leadership

Firm, Relentless, and Indisputable Communication of the Impossibility of Managing the Status Quo

Clear and Enthusiastic Communication of an Inspiring Vision of what the Organization Could Become

Timely Establishment of a Critical Mass of Support for the Transformation

Acknowledging, Honoring, and Dealing With Resistance to the Transformation

Defining and Setting Up an Organization That Can Implement the Vision

Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements

No One “Ideal” Way for Organization Transformation

Organizational Readiness for Transformation

Transformational Leadership Actions

Transformation Leadership Strategies

The Situational Leadership® for Transformation Model

Power Bases for Transformation Leadership

Chapter 18 The Organizational Cone

Vision

Energy

Vision Triggers

Focusing and Directing the Energy

Mission, Purpose and Stakeholders

Strategy, Mindset and Culture

Goals, Processes and Team Spirit

Roles, Tasks and Relations

The Organizational Cone Model

Management – Position Power – Compliance

Leadership – Personal Power – Commitment

Alignment and Attunement in a Chaotic Environment

Time Frame and Room for Creativity

Quality – Customer Expectation and Perception

Summary

Index

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