Readings in Managerial Psychology / Edition 4

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With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such "soft" issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before.

Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press.

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Editorial Reviews

**** The 2d ed. (1973) is cited in BCL3. Intended to serve either as the principle or as a secondary text in a course in organizational behavior. Clearly of interest outside the classroom. No index. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780226469911
  • Publisher: University of Chicago Press
  • Publication date: 10/28/1988
  • Edition description: 1
  • Edition number: 4
  • Pages: 769
  • Product dimensions: 6.34 (w) x 9.33 (h) x 1.76 (d)

Meet the Author

Harold J. Leavitt is the Walter Kenneth Kilpatrick Professor Emeritus of Organizational Behavior and Psychology, Graduate School of Business, Stanford University. The late Louis R. Pondy was professor of business administration at the University of Illinois, Urbana-Champaign. David M. Boje works with Printers' Connection, Culver City, California.

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Table of Contents

1. Motivation: The Driving Force Introduction Motivation: A Diagnostic Approach David A. Nadler and Edward E. Lawler III A Theory of Human Motivation A. H. Maslow Intrinsic and Extrinsic Motivation Barry M. Staw On the Folly of Rewarding A, while Hoping for B Steven Kerr
2. Mind: Thinking, Creating, Analyzing Introduction Cognitive Processes in Creative Acts John R. Hayes Emotional Blocks James L. Adams The Science of "Muddling Through"
Charles E. Lindblom
3. Opinions, Beliefs, and Attitudes: The Balancing Act Introduction The Rationalizing Animal Elliot Aronson Commitment and Consistency: Hobgoblins of the Mind Robert B. Cialdini Training the Woman to Know Her Place: The Power of a Nonconscious Ideology Sandra L. Bern and Daryl J. Bern Self-fulfilling Stereotypes Mark Snyder
4. Communicating in Organizations: Talk, Talk, Talk Introduction Language and Organization Richard L. Daft and John C. Wiginton Leadership Is a Language Game Louis R. Pondy On the Dynamics of the Helping Relationship David A. Kolb and Richard E. Boyatzis The Art of Saying No: Linking Power to Culture Dafna M. Izraeli and Todd D. Jick
5. Leading: Inspiration and Direction Introduction The Role of the Founder in Creating an Organizational Culture Edgar H. Schein Managers and Leaders: Are They Different?
Abraham Zaleznik The Human Side of Enterprise Douglas M. McGregor Female Leadership in Formal Organizations: Must the Female Leader Go Formal?
Jean Lipman-Blumen
6. Power: Over and Under the Table Introduction Who Gets Power—and How They Hold on to It: A Strategic-contingency Model of Power Gerald R. Salancik and Jeffrey Pfeffer Power Enactment through Language and Ritual Michael Moch and Anne S. Huff Power Tactics Norman H. Martin and John Howard Sims Why the Powerless Do Not Revolt Jean Lipman-Blumen
7. Groups: Group Pressures, Group Decisions, Group Conflicts Introduction Suppose We Took Groups Seriously Harold J. Leavitt Management Development as a Process of Influence Edgar H. Schein Groupthink Irving L. Janis An Intergroup Perspective on Individual Behavior Kenwyn K. Smith
8. Managing Conflict: Making Friends and Making Enemies Introduction The Absorption of Protest Ruth Leeds Love Organizational Culture and Counterculture: An Uneasy Symbiosis Joanne Martin and Caren Siehl Organizational Conflict: Concepts and Models Louis R. Pondy
9. The Manager's Job Introduction What Effective General Managers Really Do John P. Kotter Trade Routes: The Manager's Network of Relationships Robert E. Kaplan Managerial Work: Analysis from Observation Henry Mintzberg Pathfinding, Problem Solving, and Implementing: The Management Mix Harold J. Leavitt
10. Designing Organizational Cultures: Myth, Ritual, and Symbol Introduction Myth Making: A Qualitative Step in OD Interventions David M. Boje, Donald B. Fedor, and Kendrith M. Rowland The Role of Ceremonials in Organizational Behavior Harrison M. Trice, James Belasco, and Joseph A. Alutto Symbols, Patterns, and Settings: An Optimistic Case for Getting Things Done Thomas J. Peters Fitting New Employees into Company Culture Richard Pascale
11. Strategy, Structure, and Adaptation Introduction Choosing Strategies for Change John P. Kotter and Leonard A. Schlesinger Managing Strategies Incrementally James Brian Quinn Managing the Stages of Organizational Growth Eric G. Flamholtz
12. Organizations and Their Environment Introduction Strategies for Survival: How Organizations Cope with Their Worlds Harold J. Leavitt, William R. Dill, and Henry B. Eyring Transorganizational Development: Contributions to Theory and Practice David M. Boje and Terance J. Wolfe Beyond Management and Worker: The Institutional Function of Management Jeffrey Pfeffer

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