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Organizational behavior - Osborn R.N.

Organizational behavior  - Osborn R.N.

Organizational behavior

Author: Osborn R.N.
Publishers: Wiley publishing
Year of publication: 2002
Number of pages: 371
ISBN 0-471-42063-8
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Download: organization2002.pdf

University of W Phoenix
©WILEY
Organizational
Behavior
Seventh Edition
John R. Schermerhorn, Jr.
Ohio University
James G. Hunt
Texas Tech University
Richard N. Osborn
Wayne State University
WILEY
ORGANIZATIONAL BEHAVIOR 7TH edition
Copyright 2002 © John Wiley & Sons, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a data base retrieval system, without prior written permission of the publisher.
ISBN 0-471-22819-2 (ebook)
0-471-42063-8 (print version)
Brief Contents
SECTION ONE 1
Organizational Behavior Today 3 Learning About Organizational Behavior 5 Organizations as Work Settings 7 Organizational Behavior and Management 9 Ethics and Organizational Behavior 12 Workforce Diversity 15 Demographic Differences 17 Aptitude and Ability 18 Personality 19
Personality Traits and Classifications 21 Values and Attitudes 27 Managing Diversity and Individual Differences 31
The Perceptual Process 32 Common Perceptual Distortions 37 Managing the Perceptual Process 40 Attribution Theory 41 The Concept of Organizational Culture 43 Observable Aspects of Organizational Culture 48
Values and Organizational Culture 49 Managing Organizational Culture 52
Organizational Development Process and Applications 54 Change in Organizations 59 Planned Change Strategies 62 Resistance to Change 64
Footnotes 67 Source Notes 71
SECTION TWO 73
High Performance Context of Organizational Behavior 75
What is a High Performance Organization? 78
Management Challenges of High Performance Organizations 81
Illustrative Case: Creating a High Performance Organization 84 Groups in Organizations 87 Stages of Group Development 90 Input Foundations of Group Effectiveness 92 Group and Intergroup Dynamics 95 Decision Making in Groups 96 High Performance Teams 100 Team Building 103 Improving Team Processes 105
Teams and the High Performance Workplace 110
Decision Making Process 114
Decision Making Models 115
Intuition, Judgment, and Creativity 118 Managing the Decision-Making Process 120 Technology, Culture, and Ethics in Decision Making 124 Conflict 127 Managing Conflict 130 Negotiation 135 Negotiation Strategies 137
Footnotes 140 Source Notes 144
SECTION THREE 145
What Is Motivation? 147
Reinforcement 148
Content Theories of Motivation 155
Process Theories 159
Integrating the Motivation Theories 162
Dynamics of Stress 165
Footnotes 168 Source Notes 169
SECTION FOUR 171
Power 173 Empowerment 181 Organizational Politics 183 Political Action and the Manager 186 The Nature of Communication 190 Essentials of Interpersonal Communication 192
Communication Barriers 195 Organizational Communication 197 Communication and the High Performance Workplace 200
Footnotes 203 Source Notes 204
SECTION FIVE 205
Organizational Behavior and Globalization 207
Cultures and Cultural Diversity 209
Globalization and People at Work 214
A Global View of Organizational Learning 219
Technology and Job Design 220 Goal Setting and Job Design 222 Alternative Work Arrangements 225 Organizational Design and Size 228 Operations Technology and Organizational Design 229 Information Technology and Organizational Design 231 Environment and Organizational Design 234
Strategy and Organizational Design 237
Footnotes 238 Source Notes 241
iv ? Brief Contents
THE OB SKILLS WORKBOOK 243
The 1 PSTSMBVNY 1 Collection 245
article l The Company of the Future Robert B. Reich 245 article 2 Life In The Fast Lane Chuck Salter 252 article 3 Danger: Toxic Company Alan M. Webber 255 article 4 Learning for a Change Alan M. Webber 258
Cases for Critical Thinking 265
case l Drexler's Bar-B-Que
Forest F. Aven, Jr., V. Jean Ramsey 265
case 2 Sun Microsystems:
"We're the dot in .com"
David S. Chappell 267 case 3 Crossing Borders
Bernardo M. Ferdman,
Pl?cida I. Gallegos and the Kaleel Jamison Consulting Group, Inc. 270 case 4 Never on a Sunday Anne C. Cowden 272 CASE 5 MAGREC, Inc. Mary McGarry, Barry R. Armandi 273 CASE 6 It Isn't Fair Barry R. Armandi 275
case 7 Amoco's Global Human Resource Systems
Ellen Ernst Kossek 277 case 8 I'm Not in Kansas Anymore Anne C. Cowden 279 case 9 The Forgotten Group
Member Franklin Ramsoomair 280
case 10 NASCAR's Racing Teams
David S. Chappell 28l case 11 First Community Financial Mark Osborn 284 case 12 Mission Management and Trust Mark Osborn 285
case 13 Motorola: Is a High
Performance Culture Enough?
David S. Chappell 287 case 14 Perot Systems: Can a High Performance Company Have a Human Side? 289 case 15 Power or Empowerment at GM? Aneil Mishra, Karen Mishra, and Kim Cameron 293 case 16 The Poorly Informed Walrus Barbara McCain 296 case 17 Johnson and Johnson: Futuristic Decision Making David S. Chappell 297 case 18 American Airlines David S.
Chappell 299 case 19 The New Vice President 303
Experiential Exercises 306
My Best Manager 306 Graffiti Needs 307 My Best Job 307 What Do You Value in Work?
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