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|Ch. 1||Setting the Stage||2|
|Pt. II||Individuals in Organizations||44|
|Ch. 2||Perception, Attribution, and Learning||44|
|Ch. 3||The Diverse Workforce: Individual Differences, Personality, and Career Development||70|
|Ch. 4||Motivating and Rewarding Employees||100|
|Ch. 5||Making Effective Decisions||132|
|Pt. III||Groups and Teams in Organizations||176|
|Ch. 6||Creating High-Performing Work Groups and Teams||176|
|Ch. 7||Improving Communication||212|
|Ch. 8||Leading Effectively||248|
|Ch. 9||Diagnosing Power and Managing Conflict and Stress||284|
|Ch. 10||Managing Intergroup Behavior and Negotiating Effectively||322|
|Pt. IV||Organizations in Action||372|
|Ch. 11||Building an Organizational Culture||372|
|Ch. 12||Structuring High-Performance Organizations||396|
|Ch. 13||Influences on Organizational Structure||430|
|Ch. 14||Managing Change in Organizations||458|
The seventh edition incorporates the latest thinking about individuals, groups and teams, and organizations. Note particularly expanded or new coverage in the following areas:
Similar to previous editions, the diagnosticapproach provides the conceptual underpinning of this book. This approach encourages managers to describe situations completely, diagnose the organizational behavior found in a situation, prescribe the best practices or most appropriate behavior for given organizational situation, and then act effectively in those situations. Each chapter's introductory scenario describes a situation. Then the theories and concepts that help diagnose the events of the scenario as well as other organizational situations are presented. End-of-chapter activities and end-of-part cases give students the opportunity to practice their diagnostic and action skills.
The seventh edition has a number of special features:
The seventh edition, like previous editions, begins with individuals in organizations, then looks at groups and teams, and finally considers the nature of the organization itself. The book begins in chapter 1 with an overview of issues faced by today's managers. It offers approaches for studying them and also describes the diagnostic approach.
Part two considers individual behavior. Chapter 2 examines perception, attribution, and learning in the workplace. Chapter 3 looks at individual characteristics of managers and workers, as well as workplace diversity, and career and work-life issues. Chapter 4 presents ways to motivate and reward employees. Chapter 5 investigates decision-making by individuals in organizations.
Part three examines group and team behavior. Chapter 6 discusses the nature of high-performing work groups and teams. Chapter 7 presents issues related to effective communication. Chapter 8-identifies the nature of effective leadership. Chapter 9 helps managers diagnose power and manage conflict and stress. Chapter 10 looks at the interactions between groups and ways of negotiating effectively.
Part four considers organizations in action. Chapter 11 talks about ways to build an effective and productive organizational culture. Chapters 12 and 13 explore various structural options. Chapter 14 examines the management of change in organizations.
I wish to thank many people for their support in developing the seventh edition of Organizational Behavior: A Diagnostic Approach. First, I want to thank the adopters and reviewers of previous editions of this book. I extend my special thanks to the reviewers who helped with this revision: Linda Gibson, Pacific Lutheran University; Pamela Pommerenke, Michigan State University; Hamid Akbari, Northeastern Illinois State University; and Timothy McCartney, NOVA Southeastern University.
Second, I want to thank the people at Prentice Hall who contributed to this book. My greatest appreciation for their help and support goes to Melissa Steffens, the acquisitions editor, and Theresa Festa, the production editor.
Third, I extend my appreciation to my colleagues at the Carroll School of Management of Boston College who have supported my writing efforts and have adopted my book in their class. I thank Helen Frame Peters, Dean of the Carroll School of Management, for her support. I extend special thanks to Jean Passavant, Mary Dunn, and Emily Peckham who have helped handle administrative and other details.
My greatest appreciation goes to my family. As always, I dedicate this book to them.
Judith R. Gordon