Readings in Managerial Psychology / Edition 4

Readings in Managerial Psychology / Edition 4

Pub. Date:
University of Chicago Press
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Readings in Managerial Psychology / Edition 4

The overall structure of this edition is the same as in the past. The book moves from the smaller to the larger. We start with the individual as the focal unit, move to two-person relationships, and onward to issues of leadership, power, small groups, and whole organizations.This edition focuses more than ever on the managing process--on whole organizations and on managing relationships with other organizations. To underline that emphasis, we have included a new section called 'The Manager's Job.' That section deals with what managers do, how they do it, why they do it, and how they should do it.

Product Details

ISBN-13: 9780226469911
Publisher: University of Chicago Press
Publication date: 10/28/1988
Edition description: 1
Pages: 778
Product dimensions: 6.34(w) x 9.33(h) x 1.76(d)

Table of Contents

1. Motivation: The Driving Force
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
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
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
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
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
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
Suppose We Took Groups Seriously
Harold J. Leavitt
Management Development as a Process of Influence
Edgar H. Schein
Irving L. Janis
An Intergroup Perspective on Individual Behavior
Kenwyn K. Smith
8. Managing Conflict: Making Friends and Making Enemies
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
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
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
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
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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