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Tables of Contents for Organizational Behavior With Infotrac
Chapter/Section Title
Page #
Page Count
Preface
xvii
About the Authors
xxiii
PART 1 INTRODUCTION
CHAPTER 1 ORGANIZATIONAL BEHAVIOR
3
12
Defining Organizational Behavior
5
3
Micro Organizational Behavior
7
1
Meso Organizational Behavior
7
1
Macro Organizational Behavior
7
1
Contemporary Issues
8
1
Workforce Diversity
8
1
Team Productivity
8
1
Organizational Adaptability
8
1
International Growth and Development
8
1
Putting Organizational Behavior Knowledge to Work
9
2
Diagnosis
9
1
Solution
10
1
Action
10
1
Evaluation
10
1
Becoming an Active Problem Solver
11
1
Overview of This Book
11
2
Summary
13
1
Review Questions
13
2
CHAPTER 2 MANAGEMENT AND MANAGERS
15
28
Defining Management
16
5
Three Attributes of Organizations
16
1
Formal Definition
17
4
What Managers Do
21
6
Managerial Jobs
21
2
Managerial Skills
23
1
Managerial Roles
24
2
The Nature of Managerial Work
26
1
A Framework of Management Perspectives
27
12
1890-1940: The Scientific Management Perspective
28
2
1900-1950: The Administrative Principles Perspective
30
2
1930-1970: The Human Relations Perspective
32
4
1960-Present: The Open Systems Perspective
36
2
A Contingency Framework
38
1
Summary
39
1
Review Questions
39
4
PART 2 MICRO ORGANIZATIONAL BEHAVIOR
CHAPTER 3 MANAGING DIVERSITY AND INDIVIDUAL DIFFERENCES
43
28
Capitalizing on Diversity
45
3
Selection
45
1
Training
46
1
Reengineering
47
1
Diversity in Personality: Five Critical Factors
48
4
The Big Five Framework
48
3
Making Personality Tests More Effective
51
1
Diversity in Cognitive Abilities: Four Critical Factors
52
3
General and Specific Aspects of Cognitive Ability
52
1
Validity of Cognitive Ability Tests
53
2
Diversity in Physical Abilities: Three Critical Factors
55
1
Diversity in Experience: Two Critical Factors
56
8
Broadening Demographic Experience: Political Aspects
58
1
Broadening Demographic Experience: Competitive Aspects
59
3
Broadening Cultural Experience
62
2
Adaptability: Flexibility in the Face of Diversity
64
1
Summary
65
1
Review Questions
65
1
Learning Through Experience
66
5
CHAPTER 4 PERCEPTION, DECISION MAKING, AND CREATIVITY
71
32
Perceptual Processes
73
7
Attention
74
1
Organization
75
2
Recall
77
1
Reducing Perceptual Problems
78
2
Decision-Making Processes
80
12
The Rational Decision-Making Model
80
10
The Administrative Decision-Making Model
90
1
Reducing Decision-Making Errors
91
1
Creativity in Decision Making
92
4
The Creative Process
93
1
Creative People
94
1
Creativity-Inducing Situations
95
1
Summary
96
1
Review Questions
96
1
Learning Through Experience
97
6
CHAPTER 5 WORK MOTIVATION AND PERFORMANCE
103
32
A Model of Motivation and Performance
106
2
Expectancy Theory
106
1
Supplemental Theories
107
1
Overview of the Model
107
1
Valence: Need Theories
108
3
Maslow's Need Hierarchy
109
1
Murray's Theory of Manifest Needs
110
1
Instrumentality: Learning Theories
111
7
Reinforcement Theory
113
4
Social Learning
117
1
Expectancy: Self-Efficacy Theory
118
1
Self-Efficacy and Behavior
118
1
Sources of Self-Efficacy
118
1
Accuracy of Role Perceptions: Goal-Setting Theory
119
4
Important Goal Attributes
120
1
Goal Commitment and Participation
121
1
Goals and Strategies
122
1
Ability and Experience Revisited
123
3
Nonmotivational Determinants of Performance
123
1
Experience and Cyclical Effects
124
2
High-Performance Work Systems
126
3
Merit-Pay and Incentive Systems
127
1
Profit-Sharing and Cost-Savings Plans
128
1
Summary
129
1
Review Questions
130
1
Learning Through Experience
130
5
CHAPTER 6 SATISFACTION AND STRESS
135
52
Defining Satisfaction and Stress
138
3
Satisfaction
138
1
Stress
138
2
Measuring Satisfaction and Stress
140
1
Organizational Costs of Dissatisfaction and Stress
141
5
Performance at the Individual and Organizational Level
141
1
Health Care Costs
142
1
Absenteeism and Turnover
143
1
Low Organizational Commitment and Citizenship
143
1
Workplace Violence and Sabotage
144
2
Sources of Dissatisfaction and Stress
146
6
Physical and Social Environment
146
6
Personal
152
Dispositions
147
1
Organizational Tasks
148
1
Organization Roles
149
3
Eliminating and Coping with Dissatisfaction and Stress
152
3
Identifying Symptoms of Dissatisfaction and Stress
152
1
Eliminating Dissatisfying and Stressful Conditions
152
1
Managing Symptoms of Dissatisfaction and Stress
153
2
Summary
155
1
Review Questions
155
1
Learning Through Experience
156
31
Case 2-1 Freida Mae Jones
163
3
Case 2-2 Precision Machine Tool
166
3
Case 2-3 Denver Department Stores
169
4
Case 2-4 Chancellor State University
173
2
Case 2-5 Connors Freight Lines
175
7
Case 2-6 Cameran Mutual Insurance Company
182
5
PART 3 MESO ORGANIZATIONAL BEHAVIOR
CHAPTER 7 EFFICIENCY, MOTIVATION, AND QUALITY IN WORK DESIGN
187
28
The Efficiency Perspective
188
5
Methods Engineering
188
5
Work Measurement:
193
Motion and Time Studies
192
1
Evaluating Industrial Engineering and the Efficiency Perspective
192
1
The Motivational Perspective
193
10
Horizontal Job Enlargement
193
1
Vertical Job Enrichment
194
3
Comprehensive Job Enrichment
197
3
Sociotechnical Enrichment
200
2
Evaluating the Motivational Perspective
202
1
The Quality Perspective
203
5
Quality Circles
204
2
Self-Managing Teams
206
1
Automation and Robotics
206
1
Evaluating the Quality Perspective
207
1
Summary
208
1
Review Questions
208
1
Learning Through Experience
209
6
CHAPTER 8 INTERDEPENDENCE AND ROLE RELATIONSHIPS
215
34
Patterns of Interdependence and Organizational Roles
217
6
Types of Interdependence
217
1
Implications of Interdependence
218
1
Role Taking and Role Making
219
1
Norms and Role Episodes
220
3
Communication Processes in Interdependent Relationships
223
4
Communication Messages and Media
223
2
Barriers to Effective Communication
225
2
Socialization to New Roles
227
6
Socialization Goals and Tactics
230
2
Designing Socialization Programs
232
1
Quality of Interpersonal Role Relationships
233
7
Equity and Social Comparisons
233
1
Distributive, Procedural, and Interactive Justice
234
2
Responses to Inequity
236
2
Managing Inequitable Situations
238
2
Summary
240
1
Review Questions
240
1
Learning Through Experience
241
8
CHAPTER 9 GROUP DYNAMICS AND TEAM EFFECTIVENESS
249
30
Formation and Development of Groups
251
5
Group Formation
252
3
Group Development
255
1
Group versus Individual Productivity
256
4
Process Loss
256
2
Group Synergy
258
1
Groups versus Teams
259
1
Keys to Team Effectiveness: Setting the Stage
260
7
Task Structure
260
1
Communication Structure
261
2
Group Size
263
1
Group Composition
263
4
Keys to Team Effectiveness: Managing the Process
267
6
Motivation in Groups
267
5
Group
272
Cohesiveness
270
2
Group Conflict
272
1
Summary
273
1
Review Questions
273
1
Learning Through Experience
274
5
CHAPTER 10 LEADERSHIP OF GROUPS AND ORGANIZATIONS
279
64
The Integrated Leadership Model
281
3
Universal Approaches to Leadership
284
7
Leader Traits
285
1
Leader Decision-Making Styles
285
2
Leader Behaviors
287
1
Transformational Leadership
288
1
Leader Irrelevance
289
2
Characteristics of Followers and Situations
291
4
The Leadership Motivation Pattern
291
4
Vertical
295
Dyad Linkage
292
1
Life-Cycle Model
293
1
Substitutes for Leadership
294
1
Comprehensive Theories of Leadership
295
6
Fiedler's Contingency Theory
296
1
Vroom-Yetton Decision Tree Model
297
3
Path-Goal Theory
300
1
The Integrated Leadership Model Revisited
301
1
Summary
302
1
Review Questions
303
1
Learning Through Experience
303
40
Case 3-1 The Lordstown Plant of General Motors
307
7
Case 3-2 Beta Bureau
314
4
Case 3-3 Nurse Ross
318
5
Case 3-4 Executive Retreat: A Case of Group Failure
323
6
Case 3-5 Bob Collins
329
4
Case 3-6 The Case of Dick Spencer
333
10
PART 4 MACRO ORGANIZATIONAL BEHAVIOR
CHAPTER 11 POWER, POLITICS, AND CONFLICT
343
30
Power in Organizations
344
8
Interpersonal Sources of Power
345
2
Conformity Responses to Interpersonal Power
347
1
A Model of Interpersonal Power: Assessment
348
1
Structural Sources of Power
349
2
The Critical Contingencies Model: Assessment
351
1
Politics and Political Processes
352
5
Personality and Politics
353
1
Conditions That Stimulate Politics
354
1
Political Tactics
354
2
Managing Destructive Politics
356
1
Conflict in Organizations
357
3
Is Conflict Necessarily Bad?
357
1
Conditions That Stimulate Conflict
358
2
Effects of Conflict
360
1
Negotiation and Restructuring
360
6
Managing Diverging Interests
360
2
Managing Structural Interdependence
362
4
Summary
366
1
Review Questions
366
1
Learning Through Experience
367
6
CHAPTER 12 STRUCTURING THE ORGANIZATION
373
32
Structural Coordination
374
7
Basic Coordination Mechanisms
375
3
Choosing among the Mechanisms
378
3
Departmentation
381
2
Hierarchy and Centralization
383
2
Types of Organization Structure
385
9
Prebureaucratic Structures
385
2
Bureaucratic Structures
387
6
Postbureaucratic Structures
393
1
Summary
394
1
Review Questions
395
1
Learning Through Experience
395
10
CHAPTER 13 TECHNOLOGY, ENVIRONMENT, AND ORGANIZATION DESIGN
405
30
An Adaptive Model of Organization Design
406
4
Organizational Effectiveness
407
1
Structural Alternatives
408
2
Structural Contingencies
410
1
Lifecycle Contingencies: Age and Stage of Development
410
3
Inception Contingencies
413
1
Formalization and Elaboration Contingencies
414
11
Core Technology
414
5
The External Environment
419
6
Transformation Contingencies
425
4
Environmental Turbulence
426
1
Transaction Costs
426
2
Final Considerations
428
1
Summary
429
1
Review Questions
429
1
Learning Through Experience
430
5
CHAPTER 14 CULTURE, CHANGE, AND ORGANIZATION DEVELOPMENT
435
74
Organization Culture
436
6
Elements of Organization Culture
437
3
Managing Organization Culture
440
2
Change and Organization Development
442
6
Resistance to Change
443
3
Action Research
446
2
Organization Development Interventions
448
9
Interpersonal Interventions
449
2
Group Interventions
451
2
Intergroup Interventions
453
2
Organizational Interventions
455
2
Evaluating Change and Development
457
2
Summary
459
1
Review Questions
459
1
Learning Through Experience
460
49
Case 4-1 City National Bank
465
2
Case 4-2 Newcomer-Willson Hospital
467
5
Case 4-3 O Canada
472
6
Case 4-4 Dumas Public Library
478
17
Case 4-5 L.J. Summers Company
495
4
Case 4-6 Consolidated Life: Caught between Two Corporate Cultures
499
3
Case 4-7 World International Airlines, Inc.
502
7
PART 5 CONCLUSION
CHAPTER 15 INTERNATIONAL ORGANIZATIONAL BEHAVIOR
509
22
International Dimensions
510
4
Uncertainty Avoidance
510
1
Masculinity-Femininity
511
1
Individualism-Collectivism
512
1
Power Distance
513
1
Short-Term/Long-Term Orientation
513
1
Effects on Organizational Behavior
514
8
Cultural Trends: Four Scenarios
514
3
Organizational Effects
517
1
Cross-Cultural Differences
518
4
Managing International Differences
522
3
Summary
525
1
Review Questions
525
1
Learning Through Experience
526
5
CHAPTER 16 CRITICAL THINKING AND CONTINUOUS LEARNING
531
26
Critical Thinking and the Scientific Process
534
6
Ways of Knowing
533
3
The Purposes of Science
536
1
The Interplay of Theory and Data
537
1
Characteristics of Good Theories and Good Data
538
2
Causal Inferences
540
9
Criteria for Inferring Cause
541
4
Designing Observations to Infer Cause
545
4
Generalizing Research Results
549
2
Sample, Setting, and Time
549
2
Facilitating
551
Generalization
550
1
Linking Organizational Behavior Science and Practice
551
3
Summary
554
1
Review Questions
555
2
Endnotes
557
Glossary
G-1
Index
I-1