Management of Organizational Behavior: International Edition

Forty years in the making, Management of Organizational Behavior is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.

Table of Contents:
Chapter 1  Management: An Applied Behavioral Sciences Approach     The Purpose of Management    The Impact of These Trends    Organizations as Sources of Competitive Advantage    The Challenges of Leading an Organization   Distinctions between Management and Leadership    Management Defined    Leadership Defined    Are Management and Leadership Really Necessary?    Three Competencies of Leadership    Management Process    Skills of a Manager    Organizations as Social Systems    Ingredients for Effective Human Skills    Understanding Behavior    Predicting Behavior      Directing, Changing, and Influencing Behavior    Learning to Apply Behavioral Science Theory      Chapter 2  Motivation and Behavior    Theories of Behavior    Goal-Oriented Behavior      Motives    Goals    Motive Strength    Changes in Motive Strength    Categories of Activities    Motives, Goals, and Activities    Expectancy Theory    Availability    Hierarchy of Needs    Motivational Research    Physiological Needs      Safety Needs    Social Needs    Esteem Needs      Self-Actualization Needs    Chapter 3  Motivating    The Hawthorne Studies Elton Mayo     Theory X and Theory Y Douglas McGregor       Informal Work Groups George C. Homans       Increasing Interpersonal Competence Chris Argyris        Argyris’s Immaturity-Maturity Theory    Motivation-Hygiene Theory Frederick Herzberg       Hygiene Factors    Motivators    The Relationship of Herzberg’s Theory to Maslow’s Theory    Job Enrichment    Summary   Chapter 4  Leadership: An Initial Perspective    Leadership Defined    The Vision into Performance Model    The ACHIEVE Model    Background    Using the ACHIEVE Model    Legacies of the Past    Schools of Organizational Theory    Scientific Management Movement—Frederick Winslow Taylor      Human Relations Movement—Elton Mayo    Trait Approaches to Leadership    Negative Leadership Traits    Attitudinal Approaches    Ohio State Leadership Studies    Michigan Leadership Studies    Group Dynamics Studies    Rensis Likert’s Management Systems      Theory into Practice      The Leadership Grid®—Robert R. Blake and Anne Adams McCanse    Is There a Best Style of Leadership?    Preview    Chapter 5  Leadership: Situational Approaches    Situational Approaches to Leadership    Tannenbaum-Schmidt Continuum of Leader Behavior      Fiedler’s Contingency Model    House-Mitchell Path-Goal Theory    Vroom-Yetton Contingency Model      Hersey-Blanchard Tridimensional Leader Effectiveness Model      Effectiveness Dimension    Instrumentation    What about Consistency?     Attitude versus Behavior    Summary Chapter 6  Determining Effectiveness    Management Effectiveness versus Leadership Effectiveness    Successful Leadership versus Effective Leadership    What Determines Organizational Effectiveness?   Causal Variables    Intervening Variables      Output, or End Result, Variables      Long-Term Goals versus Short-Term Goals      Organizational Dilemma    Participation and Effectiveness    Management by Objectives    Style and Effectiveness    Chapter 7  Situational Leadership®    Situational Leadership®    The Center for Leadership Studies     Basic Concept of Situational Leadership®     Performance Readiness® of the Followers or Group     Performance Readiness® Defined    Going from R1 to R2 to R3    Selecting Appropriate Styles    Matching Performance Readiness® Level 1 with Leadership Style 1—Telling    Matching Performance Readiness® Level 2 with Leadership Style 2—Selling      Matching Performance Readiness® Level 3 with Leadership Style 3—Participating      Matching Performance Readiness® Level 4 with Leadership Style 4—Delegating      Appropriate Leadership Styles    Application of Situational Leadership®    Determining Appropriate Style    Effective Task Statements    Direction of Performance Readiness® Change      Instruments to Measure Performance Readiness®      Components of Leadership Style    Chapter 8  Situational Leadership®: The Perception, and Impact of Power    Power Defined    Position Power and Personal Power    Selling within Your Own Organization      Additional Bases of Power    The Perception of Power      Get the Information Out      Performance Readiness®, Styles, and Power Bases     Coercive Power—The Perceived Ability to Provide Sanctions, Punishment, or Consequences for Not Performing     Connection Power—The Perceived Association of the Leader with Influential Persons or Organizations    Reward Power—The Perceived Ability to Provide Things That People Would Like to Have    Legitimate Power—The Perception That It Is Appropriate for the Leader to Make Decisions because of Title, Role, or Position in the Organization     Referent Power—The Perceived Attractiveness of Interacting with the Leader    Information Power—The Perceived Access to, or Possession of, Useful Information     Expert Power—The Perception That the Leader Has Relevant Education, Experience, and Expertise    Is There a Best Type of Power?    Power Bases and Performance Readiness® Level    Integrating Power Bases, Performance Readiness Level, and Leadership Style through Situational Leadership®    The Situational Use of Power    Developing Sources of Power      Sources of Power    Eroding Sources of Power      Do You Want Power?    Other Views on Differences between Men and Women Managers    What about Empowerment?    The Power Perception Profile    Development of the Power Perception Profile     Uses of the Power Perception Profile    Chapter 9  Situational Leadership®: Training and Development    Increasing Effectiveness    Breaking the Ineffective Cycle    Developmental Cycle    What’s in It for the Manager?    What Do We Want to Influence?      How Is the Person Doing Now?      Determining Performance Readiness®      Increasing Performance Readiness®      Successive Approximations    Time and the Developmental Cycle    Chapter 10  The Situational Leader and Constructive Discipline    The Regressive Cycle    Relationship between Ability and Willingness in the Developmental and Regressive Cycles    Some Things to Remember When Disciplining an Individual    Making the Intervention Timely    Varying the Emotional Level      Focusing on Performance      Be Specific; Do Your Homework     Keep It Private    Punishment and Negative Reinforcement      Extinction    When to Use Punishment or Extinction      An Example of Using Behavior Modification    Problems and Their Ownership—Who’s Got the Problem?    Problem Ownership and Situational Leadership®    Positive Discipline    Summary Chapter 11  Self-Awareness and Leadership Style Leadership and Self-Awareness Johari Window    Feedback    Disclosure      Building Self-Perception through the LEAD Feedback  Leadership Style Style Range, or Flexibility Style Adaptability Flexibility: A Question of Willingness Is There Only One Appropriate Styles? Self-Perception Versus Style Is it too late? LEAD Profile Results    Sample    Two-Style Profile      Wide Flexibility    Reference to Situational Leadership®     Style Profile 1-2      Style Profile 1-3      Style Profile 1-4     Style Profile 2-3     •  Style Profile 2-4    Style Profile 3-4    Determining the Leadership Style of a Manager Contracting for Leadership Style    Adding the Contracting Process     An Example—Contracting for Leadership Styles in a School      Using the Performance Readiness® Style Match    Summary Chapter 12  Effective Communication    How Important Is Effective Communication?    Communication Models    The Linear Model    The Interactional Model       The Transactional Model      Active Listening      Pacing,  Then Leading     How to Test for Rapport    Organizational Communication    Patterns of Communication    Is There a “Best” Pattern of Communication?    Gender and Generational Communication Differences Communication Across Cultures            When Communication Falters Sumary Chapter 13  Leading Effective Teams    Teams as a Competitive Strategy    Definitions and Distinctions Team Basics Obstacles to Effective Team Performance    Lack of Emotional Intelligence Lack of Leadership Skill Leadership in a Team Environment    Team Problem-Solving Modes    Helping and Hindering Roles    S1 (HT/LR) Competency    S2 (HT/HR) Competency    S3 (HR/LT) Competency    S4 (LR/LT) Competency    Summary Chapter 14  Implementing Situational Leadership®: Managing Performance    Defining Organizational Performance    Managing Individual Performance Feedback and the 360 Degree Assessment Process    Performance Management Using the ACHIEVE Model    Summary Chapter 15  Implementing Situational Leadership®: Building Commitments   How Your Brain Makes Decisions    Decision Making in Context Decision Style Decision Making and Leader Latitude    Building Commitments    Commitment to the Customer    Commitment to the Organization      Commitment to Self    Commitment to People      Commitment to the Task      Managerial Excellence    Chapter 16  Planning and Implementing Change     General Framework for Understanding Change    Diagnosis (Why Change?)      Implementation – Getting from Here to There     Lewin’s Change Process Force Field Analysis Schein’s Psychological Safety First-Order and Second-Order Change Change Cycles Levels of Change     Participative Change  Directive Change  Is There a “Best” Strategy for Change?  Advantages and Disadvantages of Change Cycles   Change Process – Some Examples       Chapter 17  Leadership Strategies for Organizational Transformations    Characteristics of Organizational Transformation     Transformational Leadership    Personal Commitment to the Transformation by the Leadership     Firm, Relentless, and Indisputable Communication of the Impossibility of Managing the Status Quo    Clear and Enthusiastic Communication of an Inspiring Vision of what the Organization Could Become     Timely Establishment of a Critical Mass of Support for the Transformation    Acknowledging, Honoring, and Dealing With Resistance to the Transformation Defining and Setting Up an Organization That Can Implement the Vision   Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements No One “Ideal” Way for Organization Transformation     Organizational Readiness for Transformation   Transformational Leadership Actions   Transformation Leadership Strategies    The Situational Leadership® for Transformation Model   Power Bases for Transformation Leadership     Chapter 18  The Organizational Cone Vision Energy Vision Triggers Focusing and Directing the Energy Mission, Purpose and Stakeholders Strategy, Mindset and Culture Goals, Processes and Team Spirit Roles, Tasks and Relations The Organizational Cone Model Management – Position Power – Compliance Leadership – Personal Power – Commitment Alignment and Attunement in a Chaotic Environment Time Frame and Room for Creativity Quality – Customer Expectation and Perception Summary   Index