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Managing Behavior in Organizations / Edition 3
     

Managing Behavior in Organizations / Edition 3

by Jerald Greenberg
 

ISBN-10: 0130328243

ISBN-13: 9780130328243

Pub. Date: 07/28/2001

Publisher: Prentice Hall

This excellent paperback provides a brief, yet comprehensive tour of the scientific and practical highlights of organizational behavior (OB). It gets right to the point by focusing on essential concepts and practices that those in business really need to know. It allows readers to understand and appreciate the essentials of OB as a practical and scientific

Overview

This excellent paperback provides a brief, yet comprehensive tour of the scientific and practical highlights of organizational behavior (OB). It gets right to the point by focusing on essential concepts and practices that those in business really need to know. It allows readers to understand and appreciate the essentials of OB as a practical and scientific field by providing a good balance between research/theory and practical applications for the concepts presented.

A long list of cutting-edge topics are covered in this easy-to-understand, conversationally-written book. It includes integrated coverage of Internet/Web-based organizational behavior concepts with special treatment of e-commerce, and includes practical tips and suggestions telling readers how to apply OB in their own jobs. Coverage includes: individual behavior, group behavior, and organizational processes.

A especially handy reference for practicing managers and executives in corporate training programs.

Product Details

ISBN-13:
9780130328243
Publisher:
Prentice Hall
Publication date:
07/28/2001
Edition description:
Older Edition
Pages:
432
Product dimensions:
7.06(w) x 9.14(h) x 0.68(d)

Table of Contents

Prefacexi
Part 1Introduction1
Chapter 1What Is Organizational Behavior? Understanding What the Field Is All About1
What Is Organizational Behavior and Why Does It Matter?3
What Are the Field's Fundamental Assumptions?9
OB Then and Now: A Capsule History of the Field11
What Lies Ahead in This Book?17
Part 2Individual Behavior25
Chapter 2Social Perception and Learning25
Social Perception: Understanding and Judging Others27
Learning: Adapting to the World of Work36
Chapter 3Personality, Feelings, and Stress51
Personality: The Unique Differences Between Us53
Feelings: The Importance of Emotions and Mood at Work58
Stress in Organizations63
Chapter 4What Motivates People to Work?81
What Is Motivation? A Definition83
Motivating by Meeting Basic Human Needs84
Motivating by Being Fair87
Expectancy Theory: Believing You Can Get What You Want91
Goal Setting: Taking Aim at Performance Targets96
Designing Jobs That Motivate99
Chapter 5Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment111
Prejudice: Negative Attitudes Toward Others113
Job Satisfaction: Attitudes Toward One's Job123
Organizational Commitment: Attitudes Toward Companies130
Part 3Group Behavior141
Chapter 6Interpersonal Behavior in the Workplace141
The Dynamics of Interpersonal Relationships144
Prosocial Behavior: Helping Others147
Cooperation: Providing Mutual Assistance150
Conflict: The Inevitable Result of Incompatible Interests153
Deviant Organizational Behavior158
Chapter 7Joining Up and Fitting In: Socialization and Career Development169
Organizational Socialization: Becoming Part of the Company171
Careers: Sequences of Work Experiences178
Personal Strategies for Career Management183
Chapter 8Organizational Communication195
The Communication Process197
Communicating With and Without Words: Verbal and Nonverbal Communication203
Improving Your Communications Skills206
Chapter 9Group Dynamics and Teamwork223
The Nature of Groups225
Group Dynamics: People Working with Others228
Teams: Empowered Work Groups232
How Effective Are Work Teams? Sorting Through the Evidence236
Guidelines for Developing Effective Teams238
Chapter 10Making Decisions in Organizations251
The Fundamental Nature of Decision Making253
Varieties of Organizational Decisions258
The Imperfect Nature of Human Decisions263
Group Decisions: Do Too Many Cooks Spoil the Broth?267
Techniques for Improving Group Decisions272
Part 4Organizational Processes279
Chapter 11The Quest for Leadership279
What Is Leadership? Some Fundamental Issues281
The Trait Approach: Are Some People "Born Leaders"?283
The Behavior Approach: What Do Leaders Do?286
Contingency Theories of Leader Effectiveness288
Emerging Trends and Challenges in Leadership Practice293
Chapter 12Culture, Creativity, and Innovation305
Organizational Culture: Its Basic Nature307
The Formation and Maintenance of Organizational Culture310
Organizational Culture: Its Consequences and Capacity to Change313
Creativity in Individuals and Teams317
Promoting Creativity in Organizations320
The Process of Innovation324
Chapter 13Designing Effective Organizations335
Structural Dimensions of Organizations337
Departmentalization: Ways of Structuring Organizations342
Traditional Organizational Designs347
Emerging Organizational Designs350
Interorganizational Designs: Going Beyond the Single Organization355
Chapter 14Managing Organizational Change: Strategic Planning and Organizational Development365
Today's First Rule of Business: Change or Disappear!367
Planning Strategic Change371
Readiness for Change: Accepting and Resisting Organizational Change376
Organizational Development Interventions: Implementing Planned Change379
Special Issues in Organizational Development383
Index393

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