Organizations : Behavior, Structure, Processes,9780072987171

Organizations : Behavior, Structure, Processes

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Edition: 12th
ISBN13: 9780072987171
ISBN10: 0072987170
Format: Hardcover
Pub. Date: 2005-03-07
Publisher(s): McGraw-Hill/Irwin
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List Price: $184.28

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Summary

Managing people and their behavior in organizations is one of the most challenging tasks anyone could face. Gibson's Organizations: Behavior, Structure, Processes, Twelfth Edition, presents theories, research results, and applications that focus on managing organizational behavior in small, large, and global organizations. It is organized and presented in a sequence based on behavior, structure, and processes. Each part is presented as a self-contained unit and can therefore be presented in whatever sequence instructors prefer. Organizations is easily adaptable to individual preferences. This edition emphasizes that the most successful managers in the global economy will be those who can anticipate, adapt, and manage change.

Table of Contents

PART ONE INTRODUCTION
1(90)
The Study of Organizations
3(26)
Opening Vignette: Meeting Stakeholder Needs and Expectations
3(2)
Close-Up: Putting People First
5(1)
Studying Organizational Behavior
6(3)
Organizational Behavior Follows Principles of Human Behavior
6(1)
Organizations Are Social Systems
7(1)
Multiple Factors Shape Organizational Behavior
7(1)
Structure and Processes Affect Organizational Behavior and the Emergent Culture
7(2)
The Blending of the Art and Science of Organizational Behavior
9(1)
A Model for Managing Organizations: Behavior, Structure, and Processes
9(3)
The Organization's Environment
9(1)
Behavior within Organizations
10(2)
Close-Up: A Few Leadership Maxims
12(2)
The Structure and Design of Organizations
12(1)
The Processes of Organizations
13(1)
Close-Up: Dumpster Diving
14(1)
Perspectives on Effectiveness
15(1)
The Nature of Managerial Work
16(2)
Planning Effective Performance
17(1)
Close-Up: Another Day as a Manager
18(2)
Organizing Effective Performance
18(1)
Leading Effective Performance
19(1)
Controlling Effective Performance
19(1)
Three Ways to Think about Effectiveness
20(5)
Goal Approach to Effectiveness
20(1)
Systems Theory Approach to Effectiveness
21(2)
Stakeholder Approach to Effectiveness
23(1)
Organizational Change and Learning
24(1)
Managerial Work and the Behavior, Structure, and Processes of Organizations
25(1)
Summary of Key Points
26(1)
Discussion and Review Questions
27(1)
Taking It to the Net: Traditional versus New Economy Comparison
27(1)
Case for Analysis: McDonald's: Can It Regain Its Effectiveness?
28(1)
Organizational Culture
29(26)
Opening Vignette: Nike's Insular Culture and Some Activists Dampen Growth
29(1)
Organizational Culture
30(2)
Organizational Culture Defined
30(2)
Close-Up: Cultural Diagnosis at Alberto-Culver
32(1)
Organizational Culture and Societal Value Systems
32(1)
Close-Up: Pfizer
33(3)
Organizational Culture and Its Effects
33(1)
Creating Organizational Culture
34(2)
Close-Up: Best Places to Work
36(8)
Types of Culture
37(1)
Organizational Subcultures
38(1)
Merging Cultures
39(1)
Influencing Culture Change
39(2)
Socialization and Culture
41(1)
Socialization Stages
41(3)
Characteristics of Effective Socialization
44(2)
Effective Anticipatory Socialization
44(1)
Effective Accommodation Socialization
45(1)
Effective Role Management Socialization
45(1)
Close-Up: Help Navigating J.P. Morgan Chase's Culture
46(2)
Mentors and Socialization
46(2)
Socializing a Culturally Diverse Workforce
48(1)
Management's Ability to Capitalize on Diversity
48(1)
Close-Up: Learning about Diversity
49(1)
Socialization as an Integration Strategy
50(1)
Summary of Key Points
51(1)
Discussion and Review Questions
51(1)
Taking It to the Net: Reviewing Forecasts and One of Fortune's 50 Best Firms
51(1)
Case for Analysis: Creating a Knowledge-Based Culture
52(1)
Experiential Exercise: Testing Globalization Knowledge
52(3)
Globalization
55(36)
Opening Vignette: The Virtual Expatriate
55(1)
Global Strategy
56(1)
Close-Up: Offshoring: Does It Create or Replace Jobs in the Global Marketplace?
57(5)
Global Strategic Skills
59(1)
Team-Building Skills
60(1)
Organization Skills
60(1)
Communication Skills
61(1)
Transfer of Knowledge Skills
61(1)
Close-Up: Communicating in Global Virtual Teams
62(1)
Culture
63(1)
National Culture
63(1)
History and Culture
63(1)
Cultural Dimensions
63(1)
People's Relationship to Nature
63(1)
Close-Up: Ethical Differences
64(3)
Individualism versus Collectivism
65(1)
Time Orientation
65(1)
Activity Orientation
65(1)
Degree of Formality
66(1)
Language
66(1)
Religion
66(1)
Cross-Cultural Research Findings
67(8)
Hofstede's Research
67(5)
Hofstede-Inspired Research
72(1)
Laurent's Research
73(2)
Cross-Cultural Transitions
75(2)
Human Resources for International Assignment
75(1)
The Expatriate Manager
76(1)
Close-Up: Expatriate Managers
77(4)
Culture Shock and the Expatriate Manager
78(1)
Training the Expatriate Manager
79(2)
The Global Theme for Organizations: Behavior, Structure, and Process
81(1)
Summary of Key Points
81(1)
Discussion and Review Questions
82(1)
Taking It to the Net: Offshoring: What's It All About?
82(1)
Case for Analysis: Employment Opportunities in Multinational Firms
83(2)
Experiential Exercise: How Important Is Your Family?
85(1)
Experiential Exercise: Testing Globalization Knowledge
86(1)
Video Case: Southwest Airlines: Creating the Organizational Culture
86(5)
PART TWO BEHAVIOR WITHIN ORGANIZATIONS: THE INDIVIDUAL
91(140)
Individual Behavior and Differences
93(36)
Opening Vignette: A Grown-Up Risk Taker
93(1)
The Basis for Understanding Behavior
94(2)
Individual Differences
96(3)
Abilities and Skills
96(2)
Demographics
98(1)
Individual Psychological Variables
99(9)
Perception
99(4)
Attribution
103(1)
Attribution Errors
104(1)
Attitudes
104(4)
Close-Up: Changing Values in the Workplace
108(3)
Close-Up: Is Pay the Most Important Factor?
111(5)
Job Satisfaction and Customer Satisfaction
112(1)
Personality
112(4)
Close-Up: The Myers-Briggs Type Indicator (MBTI) Is Preferred by Managers
116(5)
Close-Up: Does EQ Training Make a Difference?
121(1)
Emotional Intelligence
121(1)
The Psychological Contract
122(1)
Psychological Contract Violations
122(2)
Summary of Key Points
124(1)
Discussion and Review Questions
124(1)
Taking It to the Net
125(1)
Case for Analysis: A Potter's Wheel
125(1)
Experiential Exercise: Applying Attribution Theory
126(1)
Experiential Exercise: Who Controls Your Life? The Rotter Internal-External Scale
127(2)
Motivation: Background and Theories
129(30)
Opening Vignette: Addressing the Motivation Puzzle
129(3)
What Is Motivation?
132(1)
The Starting Point: The Individual
133(1)
Motivation Theories: A Classification System
133(2)
Maslow's Need Hierarchy
135(2)
Selected Need Hierarchy Research
136(1)
Alderfer's ERG Theory
137(1)
ERG: Limited Research Base
138(1)
Herzberg's Two-Factor Theory
138(3)
Critique of Herzberg's Theory
140(1)
McClelland's Learned Needs Theory
141(2)
Research on Learned Needs
142(1)
Close-Up: Women Managers: Better Motivators Than Men?
143(1)
A Synopsis of the Four Content Theories
144(2)
Expectancy Theory
146(1)
Close-Up: Organizational Citizenship Behavior: Going the Extra Mile
147(3)
Terminology
147(1)
Principles of Expectancy Theory
148(2)
Close-Up: Assessing Outcomes More Thoroughly
150(2)
Research on Expectancy
150(1)
Management Practices
151(1)
Criticisms of Expectancy Theory
151(1)
Equity Theory
152(3)
Alternatives to Restore Equity
153(1)
Research on and Criticism of Equity Theory
154(1)
Summary of Key Points
155(1)
Discussion and Review Questions
156(1)
Taking It to the Net: Generational Differences
156(1)
Case for Analysis: Entrepreneurs' Motivations: Do Theories Explain Them?
156(2)
Experiential Exercise: Applying Motivation Theory
158(1)
Motivation: Organizational Applications
159(38)
Opening Vignette: Reward or Punishment: The Saga of Stock Options
159(1)
Learning
160(3)
Social Learning
161(1)
Operant Conditioning
162(1)
Principles of Operant Conditioning
163(2)
Behavior Modification: A Managerial Perspective
165(3)
Research on Reinforcement Theory
167(1)
Criticisms of Behavior Modification
167(1)
Close-Up: Feedback Is Motivational
168(1)
Behavioral Self-Management
169(1)
A Self-Regulation Model
169(1)
Goal-Setting Theory
170(5)
The Goal-Setting Process
170(2)
Goal-Setting Research
172(3)
Criticisms of Goal Setting
175(1)
Reviewing Motivation
175(2)
Organizational Reward Systems
177(2)
A Model of Individual Rewards
177(2)
Close-Up: What Are Rewards in a Diverse Workforce?
179(1)
Extrinsic and Intrinsic Rewards
179(5)
Extrinsic Rewards
179(2)
Intrinsic Rewards
181(1)
The Interaction of Intrinsic and Extrinsic Rewards
182(1)
Rewards, Turnover, and Absenteeism
183(1)
Rewards and Job Performance
183(1)
Rewards and Organizational Commitment
184(1)
Reward Systems in High-Performing Organizations
184(2)
Cafeteria-Style Fringe Benefits
184(1)
Banking Time Off
185(1)
Close-Up: Skill-Based Pay Programs Can Increase Learning
186(2)
Skill-Based Pay
186(1)
Gainsharing
187(1)
Kohn's Criticism of Performance-Based Rewards
188(1)
Summary of Key Points
189(1)
Discussion and Review Questions
190(1)
Taking It to the Net: How about Noncash Rewards?
190(1)
Case for Analysis: Jack Welch of General Electric: A Neutron Bomb or a Motivator?
191(1)
Experiential Exercise: Making Choices about Rewards
192(1)
Experiential Exercise: Valuing Diversity
193(1)
Video Case: Tellabs Inc.: Motivating the Organization
194(3)
Workplace Stress: Issues and Management
197(34)
Opening Vignette: Putting Balance into Work/Life Spillover
197(1)
What Is Stress?
198(2)
Organizational Stress: A Model
200(1)
Work Stressors: Individual, Group, and Organizational
201(2)
Individual Stressors
201(2)
Close-Up: General Pain and Stress
203(2)
Group and Organizational Stressors
204(1)
Nonwork Stressors
205(1)
Stress Outcomes
205(2)
Individual Outcomes
206(1)
Close-Up: Stress and Death in Japan
207(2)
Close-Up: Myths and Burnout
209(1)
Organizational Consequences
210(1)
Stress Moderators
210(1)
Close-Up: The Costs of Job Stress
211(3)
Personality
212(1)
Type A Behavior Pattern
213(1)
Social Support
214(1)
Stress Prevention and Management
214(5)
Maximizing Person-Environment Fit
216(1)
Organizational Stress Prevention and Management Programs
217(2)
Close-Up: The Costs of Job Stress
219(3)
A Wellness Strategy
222(1)
Summary of Key Points
223(1)
Discussion and Review Questions
224(1)
Taking It to the Net: The Annual Physical Exam
224(1)
Case for Analysis: Business Traveler Stress
225(1)
Experiential Exercise: Behavior Activity Profile---A Type A Measure
225(3)
Experiential Exercise: Health Risk Appraisal
228(3)
PART THREE BEHAVIOR WITHIN ORGANIZATIONS: GROUPS AND INTERPERSONAL INFLUENCE
231(134)
Group and Team Behavior
233(30)
Opening Vignette: Work Teams That Are Self-Managing
233(1)
The Meaning of a Group
234(1)
Types of Groups
234(1)
Formal Groups
234(1)
Informal Groups
235(1)
Why People Form Groups
235(2)
The Satisfaction of Needs
235(1)
Proximity and Attraction
236(1)
Group Goals
236(1)
Close-Up: Teams Go Global
237(1)
Economics
237(1)
Stages of Group Development
238(1)
Characteristics of Groups
239(5)
Structure
239(1)
Status Hierarchy
240(1)
Roles
240(1)
Norms
240(1)
Leadership
241(1)
Cohesiveness
242(2)
Close-Up: Groupthink and a Positive Result
244(1)
The Nature and Types of Teams
244(3)
Problem-Solving Teams
245(1)
Virtual Teams
246(1)
Close-Up: Microsoft Virtual Teaming
247(1)
Cross-Functional Teams
247(1)
Close-Up: The Earliest Skunworks
248(1)
Skunkworks
248(1)
Self-Directed Work Teams
249(1)
Why Teams Are Formed
249(3)
Enhanced Productivity
249(1)
Flattening Organizations
250(1)
Need for Flexibility and Quicker Decisions
250(1)
Workforce Diversity
251(1)
Improved Quality
251(1)
Increased Customer Satisfaction
251(1)
Close-Up: Diversity and Group Dynamics
252(1)
Obstacles to Effective Teams
252(1)
Requirements for Effective Teams
253(1)
Top-Level Commitment and Provision of Clear Goals
253(1)
Management--Employee Trust
253(2)
Willingness to Take Risks and Share Information
254(1)
Time, Resources, and a Commitment to Training
254(1)
Intergroup Behavior and Conflict
255(1)
The Role Concept
255(2)
Multiple Roles and Role Sets
255(1)
Role Perception
255(1)
Role Conflict
256(1)
Results of Role Conflict
256(1)
Summary of Key Points
257(1)
Discussion and Review Questions
258(1)
Taking It to the Net: Team Building
258(1)
Case for Analysis: Leading a Virtual Team
259(1)
Experiential Exercise: Participation in and Observations of Group Processes
260(3)
Conflict and Negotiation
263(26)
Opening Vignette: How Intergroup Conflict Can Affect an International Startup Team
263(1)
A Realistic View of Intergroup Conflict
264(1)
Functional Conflict
264(1)
Close-Up: How Do You Handle Interpersonal Conflict?
265(3)
Dysfunctional Conflict
266(1)
Conflict and Organizational Performance
266(1)
Views on Intergroup Conflict in Practice
266(1)
Intragroup Conflict and Group Productivity
266(2)
Why Intergroup Conflict Occurs
268(2)
Work Interdependence
268(1)
Differences in Goals
269(1)
Close-Up: Interdependence in Sports
270(2)
Differences in Perceptions
270(2)
Consequences of Dysfunctional Intergroup Conflict
272(1)
Changes within Groups
272(1)
Changes between Groups
272(1)
Managing Intergroup Conflict through Resolution
273(3)
Problem Solving
273(1)
Superordinate Goals
273(1)
Expansion of Resources
273(1)
Avoidance
274(1)
Smoothing
274(1)
Compromise
274(1)
Authoritative Command
274(1)
Altering the Human Variable
274(1)
Altering the Structural Variables
275(1)
Identifying a Common Enemy
275(1)
Managing Intergroup Conflict through Negotiation
276(3)
Cross-Cultural Negotiations
276(1)
Group Negotiations
277(1)
Prenegotiation Tasks
277(1)
Negotiation Tactics
278(1)
The Effect of Personalities on the Negotiation Process
278(1)
The Role of Trust
279(1)
Alternatives to Direct Negotiations
279(1)
Resolving Group Conflict through Team Building
279(2)
Team Building as a Process
280(1)
Close-Up: Resolving Conflict through Team Building in a Small Dot-com Organization
281(1)
Management's Role in Building Teams
281(1)
Managing Intergroup Conflict through Stimulation
282(1)
Communication
282(1)
Bringing Outside Individuals into the Group
282(1)
Altering the Organization's Structure
283(1)
Stimulating Competition
283(1)
Summary of Key Points
283(1)
Discussion and Review Questions
284(1)
Taking It to the Net: Negotiating Tips
284(1)
Case for Analysis: A Successful Partnership at Ford-Mazda
285(1)
Experiential Exercise: The Old Stack Problem
285(4)
Power and Politics
289(22)
Opening Vignette: The Personal Power of Great Business Leaders
289(1)
Power and Authority
290(1)
Interpersonal Power
291(2)
Legitimate Power
291(1)
Reward Power
291(1)
Coercive Power
291(1)
Expert Power
292(1)
Referent Power
292(1)
Close-Up: Build Your Interpersonal Power
293(1)
Need for Power
293(1)
Structural and Situational Power
294(2)
Resources
294(1)
Decision-Making Power
295(1)
Information Power
295(1)
Upward Flow of Power
296(1)
Interdepartmental Power
296(3)
Coping with Uncertainty
297(1)
Centrality
298(1)
Substitutability
298(1)
Obedience to Authority
299(1)
Political Strategies and Tactics
300(1)
Close-Up: Some Realities of Politics
301(4)
Research on Politics
301(2)
Impression Management
303(1)
Playing Politics
304(1)
Ethics, Power, and Politics
305(1)
Close-Up: Can Business Schools Teach Ethics?
306(1)
Summary of Key Points
306(1)
Discussion and Review Questions
307(1)
Taking It to the Net: Office Politics 101
308(1)
Case for Analysis: A Powerful Ending at Armstrong
308(1)
Experiential Exercise: Office Diplomacy: The Dos and Don'ts
308(3)
Leadership: Fundamentals
311(28)
Opening Vignette: Business Leaders: Born or Made?
311(2)
Leadership Defined
313(1)
Traits That Appear to Identify Leaders
314(2)
Abilities
314(1)
Personality Traits
315(1)
Motivation
315(1)
Synopsis of Trait Theory
316(1)
The Behaviors of Effective Leaders
316(1)
Close-Up: Wanted: Global Leaders
317(3)
Job-Centered and Employee-Centered Leadership
318(1)
Initiating Structure and Consideration Leadership
318(1)
Comparisons of Effective Leadership Behavior Theories
319(1)
Close-Up: Studies of Leadership in Japan and China
320(1)
The Effects of Situational Differences
320(10)
Contingency Leadership Model
322(4)
Path--Goal Model
326(2)
Hersey-Blanchard Situational Leadership Model (SLM)
328(2)
Close-Up: Helping Women Become Leaders
330(3)
Leader--Member Exchange (LMX) Theory
331(2)
Comparing the Situational Approaches
333(1)
Summary of Key Points
333(1)
Discussion and Review Questions
334(1)
Taking It to the Net: Why Do We Call Them Leaders?
334(1)
Case for Analysis: A New Leadership Position
335(1)
Experiential Exercise: Adapting Leadership Skills to People Problems
336(3)
Leadership: Emerging and Changing Concepts
339(26)
Opening Vignette: Leadership in a Post--September 11 America
339(3)
Vroom-Jago Leadership Model
342(2)
Nature of the Vroom-Jago Model
342(2)
Close-Up: The Roles of Leaders in Self-Managed Teams
344(4)
Application of the New Model
345(2)
Validity of the Vroom-Jago Model
347(1)
International Research
347(1)
Limitations of the Model
347(1)
Attribution Theory of Leadership
348(2)
Leader's Attributions
348(1)
Leader's Perception of Responsibility
348(1)
Attributional Leadership Model
348(1)
Leader Behavior: Cause or Effect?
349(1)
Charismatic Leadership
350(3)
Defining Charismatic Leadership
350(1)
Conger's Model
350(1)
What Constitutes Charismatic Leadership Behavior?
351(1)
Two Types of Charismatic Leaders
351(2)
Close-Up: Ethical Leadership in Difficult Times
353(1)
Transactional and Transformational Leadership
353(3)
Transactional Leadership
354(1)
Transformational Leadership
355(1)
Close-Up: A Leader with High Ethical Standards
356(1)
Substitutes for Leadership
357(1)
Close-Up: Searching for the Magical Leadership Formula
358(1)
Summary of Key Points
359(1)
Discussion and Review Questions
360(1)
Taking It to the Net: Leaders Need Guidance Too!
360(1)
Case for Analysis: Intel Prepares Its Top Leaders
360(1)
Experiential Exercise: Leadership Style Analysis
361(2)
Video Case: Lou Gerstner: Leading the Organization
363(2)
PART FOUR THE STRUCTURE AND DESIGN OF ORGANIZATIONS
365(58)
Work Design
367(26)
Opening Vignette: Designing Jobs to Allow Work/Life Balance
367(2)
Designing Jobs to Enhance Quality of Work Life
369(1)
Work/Family Balance and Job Design
369(1)
Close-Up: Job Sharing at Xerox: How Two Employees Made It Happen
370(1)
The Important Concepts of Job Design
371(1)
Job Performance Outcomes
372(2)
Objective Outcomes
372(1)
Personal Behavior Outcomes
372(1)
Intrinsic and Extrinsic Outcomes
373(1)
Job Satisfaction Outcomes
373(1)
Describing Jobs through Job Analysis
374(2)
Job Content
374(1)
Job Requirements
374(1)
Job Context
374(1)
Job Analysis in Different Settings
375(1)
Close-Up: Total Quality Management and Flexible Jobs in Contemporary Management Practice
376(1)
Job Designs: The Results of Job Analysis
377(2)
Range and Depth
377(1)
Job Relationships
378(1)
The Way People Perceive Their Jobs
379(1)
Perceived Job Content
379(1)
Job Characteristics
379(1)
Individual Differences
380(1)
Social Setting Differences
380(1)
Designing Job Range: Job Rotation and Job Enlargement
380(2)
Job Rotation
381(1)
Job Enlargement
381(1)
Designing Job Depth: Job Enrichment
382(2)
Teams and Job Design
384(1)
Close-Up: Job Redesign through Applications of Modular Tasks
385(1)
Total Quality Management and Job Design
386(1)
Summary of Key Points
387(1)
Discussion and Review Questions
388(1)
Taking It to the Net: Search for a Good Fit? Online Job Descriptions
388(1)
Case for Analysis: Work Redesign in an Insurance Company
389(1)
Experiential Exercise: Personal Preferences
390(3)
Organization Structure
393(30)
Opening Vignette: Organization Structure and Firm Survival
393(1)
The Concept of Organization Structure
394(1)
Structure as an Influence on Behavior
394(1)
Structure as Recurring Activities
395(1)
Designing an Organization Structure
395(1)
Division of Labor
396(1)
Departmental Bases
397(4)
Functional Departmentalization
397(2)
Geographic Departmentalization
399(1)
Product Departmentalization
399(1)
Customer Departmentalization
400(1)
Combined Bases for Departmentalization: The Matrix Organization
401(1)
Span of Control
401(1)
Close-Up: Rover Group Uses Matrix Organization to Great Advantage
402(1)
Required Contact
402(1)
Degree of Specialization
403(1)
Ability to Communicate
403(1)
Delegation of Authority
403(1)
Reasons to Decentralize Authority
403(1)
Close-Up: The Effects of Downsizing on the Spans of Control of Managers
404(2)
Reasons to Centralize Authority
405(1)
Decision Guidelines
405(1)
Mechanistic and Organic Models of Organization Design
406(4)
The Mechanistic Model
406(2)
The Organic Model
408(2)
Contingency Design Theories
410(1)
Technology and Organizational Design
411(1)
The Classic Study of Technology and Organizational Design
411(1)
Understanding the Relationship between Technology and Structure
412(1)
Environment and Organizational Design
412(4)
The Classic Study of the Relationship between Environment and Organizational Design
413(2)
Environmental Uncertainty and Organizational Design in the Service Sector
415(1)
Understanding the Relationship Between Environmental Uncertainty and Structure
415(1)
Environmental Uncertainty, Information Processing, and Adaptive Design Strategies
416(1)
Sociotechnical Systems Theory
416(1)
Creating Virtual Organizations
417(1)
Summary of Key Points
418(1)
Discussion and Review Questions
419(1)
Taking It to the Net: Virtual Organizational Design
419(1)
Case for Analysis: Defining the Role of a Liaison Officer
420(2)
Experiential Exercise: Identifying and Changing Organization Design
422(1)
PART FIVE THE PROCESSES OF ORGANIZATIONS
423(90)
Managing Communication Processes
425(30)
Opening Vignette: Communicating in Global Virtual Teams
425(1)
The Importance of Communication
426(2)
The Communication Process
427(1)
Close-Up: Communication Can Make the Difference
428(3)
A Classic Model
428(2)
Nonverbal Messages
430(1)
Communicating Across Cultures
431(1)
Words
431(1)
Close-Up: Toyota in France: Culture Clash?
432(2)
Space
433(1)
Time
433(1)
Behavior
433(1)
Communicating within Organizations
434(5)
Directions of Communication
434(1)
Communication and Technology
435(3)
The Grapevine: An Informal Communication Channel
438(1)
Interpersonal Communications
439(3)
Interpersonal Styles
440(1)
Interpersonal Strategies
441(1)
Managerial Styles
441(1)
Barriers to Effective Communication
442(5)
Barriers Created by the Sender
442(2)
Barriers Created by the Receiver
444(1)
Barriers Created by Sender and/or Receiver
445(2)
Close-Up: Intranets Improve Internal Communication
447(1)
Improving Communication in an Organization
447(3)
Following Up
448(1)
Regulating Information Flow
448(1)
Utilizing Feedback
448(1)
Empathy
448(1)
Repetition
448(1)
Encouraging Mutual Trust
449(1)
Effective Timing
449(1)
Simplifying Language
449(1)
Effective Listening
449(1)
Summary of Key Points
450(1)
Discussion and Review Questions
451(1)
Taking It to the Net: Netiquette: Effectively Communicating with e-Mail
452(1)
Case for Analysis: Leigh Randell
452(1)
Experiential Exercise: Perceptual Differences
453(2)
Decision Making
455(24)
Opening Vignette: Decision Making: Are You as Good as You Think You Are?
455(1)
Types of Decisions
456(2)
Close-Up: Falling in Love with Technology
458(1)
The Decision-Making Process
459(3)
Establishing Specific Goals and Objectives and Measuring Results
459(1)
Identifying Problems
460(1)
Developing Alternatives
460(1)
Evaluating Alternatives
461(1)
Choosing an Alternative
462(1)
Implementing the Decision
462(1)
Control and Evaluation
462(1)
Behavioral Influences on Individual Decision Making
462(1)
Close-Up: Do Good Companies Make Poor Decisions?
463(3)
Ethical Decision Making
463(2)
Values
465(1)
Close-Up: Nobody Wins with Unethical Decisions
466(4)
Personality
466(1)
Propensity for Risk
467(1)
Potential for Dissonance
468(1)
Escalation of Commitment
469(1)
Group Decision Making
470(3)
Individual versus Group Decision Making
470(1)
Techniques for Stimulating Creativity in Group Decision Making
471(2)
Summary of Key Points
473(1)
Discussion and Review Questions
474(1)
Taking It to the Net: Can Better Decision Making Be Taught?
475(1)
Case for Analysis: Breaking the Rules
475(1)
Experiential Exercise: Lost on the Moon: A Group Decision Exercise
476(3)
Managing Organizational Change and Learning
479(34)
Opening Vignette: Change Factory
479(2)
Alternative Change Management Approaches
481(1)
Managing Change through Power
481(1)
Managing Change through Reason
481(1)
Managing Change through Reeducation
481(1)
Learning Principles and Change
481(1)
Change Agents
482(2)
Resistance to Change
484(2)
Why People Resist Change
484(1)
Reducing Resistance to Change
485(1)
A Model for Managing Organizational Change
486(1)
Close-Up: Some Actions to Reduce Resistance to Change
487(1)
Forces for Change
488(1)
Environmental Forces
488(1)
Internal Forces
488(1)
Diagnosis of a Problem
489(1)
Alternative Interventions
490(1)
Depth and Approach of Intended Change
490(1)
Identifying Alternative Change Techniques
491(6)
Structural Change
491(2)
Behavioral Change
493(2)
Technological Change
495(1)
Appreciative Inquiry
496(1)
Close-Up: Technology Change Creates Ethical Issues for Managers
497(2)
Trends in Organizational Change
498(1)
Close-Up: Snapshots of Al Use and Claims
499(2)
Recognizing Limiting Conditions
501(1)
Implementing and Evaluating the Change
502(1)
Overcoming Limiting Conditions
503(1)
Leadership Climate
503(1)
Formal Organization
503(1)
Organizational Culture
503(1)
Resistance to Change
503(1)
The Ethical Issues of Organizational Change
504(1)
Some Guidelines for Managing Change
505(1)
The Learning Organization
505(1)
Close-Up: Managerial Responsibilities for Learning
506(2)
Learning Capabilities and Leadership
506(1)
Learning
507(1)
Summary of Key Points
508(1)
Discussion and Review Questions
509(1)
Taking It to the Net: Monitoring Dramatic Changes
510(1)
Case for Analysis: Bayer's Major Changes in One Plant
510(1)
Experiential Exercise: Alternative Ways to Initiate Change
511(2)
Appendix A Procedures and Techniques for Studying Organizations: Behavior, Structure, Processes
513(13)
Source of Knowledge about Organizations
513(2)
History
513(2)
Experience
515(1)
Science
515(1)
Behavior Sciences Research and Methods
515(5)
Research
515(1)
The Scientific Approach
516(1)
Methods of Inquiry
516(4)
Research Designs
520(3)
One-Shot Design
520(1)
One-Group Pretest--Posttest Design
521(1)
Static-Group Comparison Design
522(1)
Pretest-Posttest Control Group Design
522(1)
Posttest-Only Control Group Design
522(1)
Solomon Four-Group Design
523(1)
Observation and Measurement
523(1)
Observation
523(1)
Interviews
523(1)
Questionnaires
524(1)
Nonreactive Measures
524(1)
Qualitative Research
524(2)
Glossary 526(9)
Endnotes 535(42)
Name Index 577(13)
Company Index 590(3)
Subject Index 593

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