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The Fundamentals of Organizational Behavior
What Managers Need to Know
Henry L. Tosi (Author), Neal P. Mero (Author)
9781405100748, Wiley
Paperback / softback, published 20 December 2002
320 pages
24.9 x 19.3 x 2.5 cm, 0.68 kg
"The authors provide a very readable integration of organizational behavior concepts and research findings illustrating the 'hard skills' in managing people. 'The Guides for Managers' included in each chapter offer valuable summaries for practice." Ronald Burke, York University
This primer offers MBA and other advanced students exposure to the basic theories and concepts of organizational behavior and management.
Acknowledgments ix Block I Introduction 1 Managing Organizational Behavior 2 Basic Model of Behavior 4 The Context of Twenty-First-Century Organizational Behavior 5 The Field of Organizational Behavior 9 Managing Organizational Performance 14 What Do Managers Really Do? 15 Block II A Focus on the Individual 2 Personality and Individual Differences 20 Fundamentals of Personality 22 Personality in Organizational Settings 30 Ability 32 3 Attitudes and Accommodation to Work 37 Fundamentals of Work Attitudes 38 A Model of Attitudes 40 Attitudinal Consistency and Cognitive Dissonance 42 Socialization: Developing Work-Related Attitudes and Behaviors 44 Organizational Commitment and Accommodation 48 4 Individual Perception, Judgment, and Attribution 54 Fundamentals of Perception 55 Judgment Biases and Errors 58 Attribution Theory: Finding Causes of Behavior 60 Some Organizational Implications of Perceptual and Attributional Biases 64 5 Motivation and Performance 68 Motivation and Performance 69 The Fundamentals of Motivation and Performance 70 Motivation: The Content Theories 73 Motivation: The Process Theories 80 Block III The Context of Organizational Behavior 6 Group and Team Performance 94 The Fundamentals of Groups and Teams 96 Group Development 99 Team Effectiveness Issues 101 Group Processes 103 Group Dynamics 106 Social Influences on Behavior 109 Virtual Teams 110 7 Culture: National and Organizational 114 The Hofstede Model of National Culture 115 Organizational Consequences of National Cultural Differences 119 Organizational Culture 123 The Modal Personality of Top Management and Types of Organizational Cultures 131 Organizational Subcultures 133 Organizational Culture: Some Special Cases 134 8 Organizational Structure and Design 139 The Fundamentals of Organizational Structure 140 Organizations: The Effects of Technology and Markets 142 Formal Organizations: Design and Structure 149 Organizational Design Alternatives 150 Block IV Integrating Behavioral Theory into Effective Management and Leadership 9 Managing Performance: The Influence of Technology and Knowledge 162 The Context of Performance Management 164 Task Specialists: Managing their Performance 168 Managing Knowledge Workers 175 10 Conflict 183 The Nature of Conflict 185 Diagnosing Conflict 191 Individual Responses to Conflict 194 Improving Organizational Response to Conflict 198 11 Decision-Making 204 Characteristics of the Decision-Making Process 206 Models of Decision-Making 207 Improving Individual Decision-Making 210 Improving Group Decision-Making 213 Social Influences on Group Decision-Making 217 12 Power and Politics in Organizations 222 A Model of Influence Processes in Organizations 223 Acquiring and Maintaining Organizationally Based Influence 230 Acquiring and Maintaining Personal-Based Influence 235 Organizational Politics 238 13 Leadership 247 Trait Approaches to Leadership 249 Behavioral Approaches to Leadership 250 Contingency Theories of Leadership 253 Process Theories of Leadership 259 Substitutes for Leadership 262 14 Organizational Change 268 How our Work Life is Changing 269 Stages of Successful Change 271 Resistance to Change 273 Helping Individuals Cope with Change 278 Organizational Development 281 Name Index 286 Subject Index 291
Subject Areas: Business & management [KJ]
