Essentials of Organizational Behavior

Essentials of Organizational Behavior

by Robbins
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Overview

Essentials of Organizational Behavior by Robbins

This book features only the most relevant topics in organizational behavior today, such as TQM; reengineering, technology; empowerment; declining employee loyalty; the Myers-Briggs Type Indicator; virtual and boundaryless organizations; 360-degree performance appraisals; diversity; globalization; ethics; and more. Lively and informative, this masterfully crafted introduction condenses the essentials of the field into a tightly focused presentation. A four-part organization covers an introduction to organizational behavior, the individual in the organization, groups in the organization, and the organization system. For directors of human resource and other individuals in a variety of managerial positions.

Product Details

ISBN-13: 9780132865425
Publisher: Prentice Hall Professional Technical Reference
Publication date: 01/28/1984
Series: ESSENTIALS of Management Series
Pages: 256

About the Author

Stephen P. Robbins

PhD University of Arizona

Stephen P. Robbins is professor emeritus of management at San Diego State University and the world’s best-selling textbook author in the areas of both management and organizational behavior. His books are used at more than a thousand US colleges and universities, have been translated into 19 languages, and have adapted editions for Canada, Australia, South Africa, and India. Dr. Robbins is also the author of the best-selling books, The Truth About Managing People, 2nd Edition (Financial Times/Prentice Hall, 2008) and Decide & Conquer (Financial Times/Prentice Hall, 2004).

In his “other life,” Dr. Robbins actively participates in masters’ track competitions. Since turning 50 in 1993, he’s won 18 national championships; 12 world titles; and set numerous US and world age-group records at 60, 100, 200, and 400 meters. In 2005, Dr. Robbins was elected into the USA Masters’ Track & Field Hall of Fame.

Timothy A. Judge

PhD University of Illinois at Urbana-Champaign

Timothy A. Judge is currently the Alutto Professor of Leadership at The Ohio State University; and Visiting Professor, Division of Psychology & Language Sciences, University College London. He has held academic positions at the University of Notre Dame, University of Florida, University of Iowa, Cornell University, Charles University in the Czech Republic, Comenius University in Slovakia, and University of Illinois at Urbana-Champaign. Dr. Judge’s primary research interests are in (1) personality, moods, and emotions; (2) job attitudes; (3) leadership and influence behaviors; and (4) careers (person—organization fit, career success). Dr. Judge published more than 154 articles in these and other major topics in journals such as the Academy of Management Journal and the Journal of Applied Psychology. He is a fellow of several organizations, including the American Psychological Association and the Academy of Management. Among the many professional acknowledgments of his work, most recently Dr. Judge was awarded the Academy of Management Human Resources Division’s Scholarly Achievement Award for 2014. Dr. Judge is a co-author of Organizational Behavior, 17th Edition, with Stephen P. Robbins, and Staffing Organizations, 8th Edition, with Herbert G. Heneman III. He is married and has three children–a daughter who is a health care social worker, a daughter who is studying for a master’s degree, and a son in middle school.

Table of Contents

Prefacexvii
Part IPrologue1
1.Introduction to Organizational Behavior1
The Field of Organizational Behavior2
Goals of Organizational Behavior5
Challenges and Opportunities for OB: A Managerial Perspective6
The Plan of This Book12
Part IIThe Individual in the Organization14
2.Foundations of Individual Behavior14
Values14
Attitudes19
Perception23
Learning26
Implications for Managers27
3.Personality and Emotions30
Personality30
Emotions36
Implications for Managers41
4.Basic Motivation Concepts42
What Is Motivation?43
Early Theories of Motivation43
Contemporary Theories of Motivation47
Don't Forget: Motivation Theories Are Culture-Bound!53
Implications for Managers54
5.Motivation: From Concepts to Applications55
Management by Objectives55
Behavior Modification58
Employee Recognition Programs60
Employee Involvement Programs61
Variable-Pay Programs64
Skill-Based Pay Plans66
Implications for Managers68
6.Individual Decision Making69
How Should Decisions Be Made?70
How Decisions Are Actually Made in Organizations73
Ethics in Decision Making82
Implications for Managers83
Part IIIGroups in the Organization84
7.Foundations of Group Behavior84
Defining and Classifying Groups84
Basic Group Concepts85
Group Decision Making94
Implications for Managers98
8.Understanding Work Teams100
Why Have Teams Become So Popular?101
Teams Versus Groups: What's the Difference?101
Types of Teams102
Creating Effective Teams105
Turning Individuals into Team Players110
Implications for Managers112
9.Communication113
Functions of Communication114
The Communication Process114
Direction of Communication115
Interpersonal Communication116
Organizational Communication119
Barriers to Effective Communication123
Cross-Cultural Communication124
Ethics in Communication: Is It Wrong to Tell a Lie?126
Implications for Managers126
10.Leadership and Creating Trust130
What Is Leadership?130
Trait Theories131
Behavioral Theories131
Contingency Theories134
Trait Theories Updated: Charismatic Leadership141
Visionary Leadership142
Team Leadership142
Is Leadership Always Relevant?143
Trust and Leadership144
Implications for Managers148
11.Power and Politics150
A Definition of Power150
Contrasting Leadership and Power151
Bases of Power152
Dependency: The Key to Power154
Power in Groups: Coalitions155
Power and Sexual Harassment156
Politics: Power in Action157
Implications for Managers162
12.Conflict and Negotiation163
A Definition of Conflict163
Transitions in Conflict Thought164
Differentiating Functional from Dysfunctional Conflicts165
The Conflict Process166
Negotiation171
Implications for Managers176
Part IVThe Organization System178
13.Foundations of Organization Structure178
What Is Organization Structure?178
Common Organizational Designs185
New Options188
Why Do Structures Differ?191
Organization Structure and Employee Behavior193
Implications for Managers195
14.Technology and Work Design196
Technology in the Workplace196
Organizational Behavior in an E-World200
Work Design206
Implications for Managers213
15.Human Resource Policies and Practices215
Employee Selection216
Training Programs218
Performance Appraisal220
Implications for Managers228
16.Organizational Culture230
Defining Organizational Culture231
What Does Culture Do?233
Creating and Sustaining Culture234
How Employees Learn Culture239
Managing Cultural Change241
Creating an Ethical Organizational Culture242
Spirituality and Organizational Culture243
Organizational Culture versus National Culture246
Organizational Culture and the Paradox of Diversity246
Implications for Managers247
17.Organizational Change and Development248
Forces for Change248
Managing Planned Change250
Two Views of Change251
Resistance to Change253
Managing Change Through Organizational Development257
Contemporary Issues in Organizational Change260
Implications for Managers264
Epilogue266
Endnotes267
Glindex (Index/Glossary)285

Introduction

This book was created as an alternative to the 600- or 700-page comprehensive textbook in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB, in a style that readers will find both informative and interesting. I'm pleased to say that this text has achieved a wide following in short courses and executive programs and in traditional courses as a companion volume with experiential, skill development, case, and readings books. It is currently used at more than 400 colleges and universities in the United States, Canada, Latin America, Europe, Australia, and Asia. It's also been translated into Bahasa Indonesian, Chinese, Dutch, Japanese, Polish, and Spanish.

RETAINED FROM THE PREVIOUS EDITION

What do people like about this book? Surveys of users have found general agreement about the following features. Needless to say, they've all been retained in this edition.

  • Length. Since its inception in 1984, I've tried diligently to keep this book to approximately 300 pages. Users tell me this length allows them considerable flexibility in assigning supporting materials and projects.
  • Balanced topic coverage. Although short in length, this book continues to provide balanced coverage of all the key concepts in OB. This includes not only traditional topics such as personality, motivation, and leadership; but also cutting-edge issues such as emotions, trust, work-life balance, workplace spirituality, knowledge management, and e-organizations.
  • Writing style. This book is frequently singled out for the fluid writing style and extensive use of examples. Usersregularly tell me that they find this book "conversational," "interesting," "student-friendly," and "very clear and understandable."
  • Practicality. This book has never been solely about theory. It's about using theory to better explain and predict the behavior of people in organizations. In each edition of this book, I have focused on making sure that readers see the link between OB theories, research, and implications for practice.
  • Absence of pedagogy. Part of the reason I've been able to keep this book short in length is that it doesn't include review questions, cases, exercises, or similar teaching/learning aids. This book continues to provide only the basic core of OB knowledge, allowing instructors the maximum flexibility in designing and shaping their course.
  • Integration of globalization, diversity, and ethics. As shown in Exhibit A, the topics of globalization and cross-cultural differences, diversity, and ethics are discussed throughout this book. Rather than presented in stand-alone chapters, these topics have been woven into the context of relevant issues. Users tell me they find this integrative approach makes these topics more fully part of OB and reinforces their importance.
  • Comprehensive supplements. While this book may be short in length, it's not short on supplements. It comes with a complete, high-tech support package for both faculty and students. This includes a comprehensive instructor's manual and Test Item File; a dedicated Web site; an Instructor's Resource CD-ROM, including the computerized Test Item File, instructor's manual, and PowerPoint slides; and the Robbins Self-Assessment Library, which provides students with insights into their skills, abilities, and interests. These supplements are described in detail later in this Preface.

NEW TO THE SEVENTH EDITION

This seventh edition has been updated in terms of research, examples, and topic coverage. For instance, you'll find new material in this edition on:

  • Organizational citizenship behavior (Chapters 1 and 2)
  • Work-life balance (Chapter 1)Amabile's model of creativity in decision making (Chapter 6)
  • Group demography (Chapter 7)
  • Team-effectiveness model (Chapter 8)
  • Low- and high-context cultures (Chapter 9)
  • Leader-member exchange theory (Chapter 10)
  • OB and the e-organization (Chapter 14)
  • Mass customization (Chapter 14)
  • Flextime and telecommuting (Chapter 14)
  • Employee selection and training (Chapter 15)
  • Workplace spirituality (Chapter 16)
  • Knowledge management (Chapter 17)

SUPPLEMENTS PACKAGE

Essentials of Organizational Behavior continues to be supported with an extensive supplement package for both students and faculty.

For the Student

  • The updated and revised Robbins Self-Assessment Library is available with this text as a no-cost option. It contains 50 exercises that provide insights into your skills, abilities, and interests. This is available in both print and CD-ROM formats as well as online.
  • Companion Web site—The Companion Web site is the industry standard for companion Web sites. Designed by professors for professors and their students, it provides a customized course Web site, including new communication tools, one-click navigation of chapter content, and other valuable resources.

For the Professor

  • Instructor's Manual with Test Item File—The instructor's manual portion includes learning objectives, chapter outlines, chapter summaries, discussion questions, and skill exercises; the Test Item File provides true/false, multiplechoice, and essay questions.
  • Companion Web site—The Companion Web site provides professors with bimonthly news articles integrated into the text with accompanying discussion questions and group exercises, online delivery of PowerPoint slides and instructor's material, and sample syllabi and teaching suggestions posted on a community chat room.
  • Instructor's Resource CD-ROM—The Instructor's Resource CD-ROM contains the computerized Test Item File, PowerPoint Electronic Transparencies, and the instructor's manual. A revised, comprehensive package of text outlines and figures corresponding to the text, the PowerPoint Electronic Transparencies are designed to aid the educator and supplement in-class lectures. Containing all of the questions in the printed Test Item File, Test Manager is a comprehensive suite of tools for testing and assessment. Test Manager allows educators to easily create and distribute tests for their courses, either by printing and distributing through traditional methods or by an online delivery via Local Area Network (LAN) servers.
  • Videos—important topics in organizational behavior are illustrated in the accompanying videos. Real companies are used to highlight organizational behavior practices that work!

ACKNOWLEDGMENTS

A number of people played critical roles in helping to produce this revision. Special thanks are extended to the following reviewers for their helpful comments and suggestions: Professor Claudia Harris, North Carolina Central University; Dr. David A. Foote, Middle Tennessee State University; Jeffrey J. Sherwood, Washington State University; Dr. Jenna Lundberg, Ithaca College; Dr. Carol I. Young, Wittenberg University; Dr. Angeline W. McArthur, University of Wisconsin-Parkside.

At Prentice-Hall, I want to thank David Shafer, Jennifer Glennon, Melanie Olsen, Kim Marsden, Shannon Moore, Judy Leale, Keri Jean, and Janet Slowik for overseeing the production and marketing of this book. And, finally, I want to thank my wife, Laura, for her love and support.

STEPHEN P ROBBINS

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