A Primer on Organizational Behavior

This book introduces the reader to terms and concepts that are necessary to understand OB and their application to modern organizations. It also offers sufficient grounding in the field that enables the reader to read scholarly publications such as HR, CMR, and AMJ. This edition features new material on emotional intelligence, knowledge management, group dynamics, virtual teams, organizational change, and organizational structure.

Table of Contents:
Chapter 1 MANAGEMENT AND ORGANIZATIONAL BEHAVIOR 1 Learning About Organizational Behavior 2 Ethics and Organizational Behavior 3 A Historical Framework for the Study of Management and OB 5 Early Management 7 Classical Management 8 Neoclassical Management and Organization Theory 12 Modern Management and Organization Theory 15 Societal Change and Organizational Behavior 20 OB and Advanced Information and Manufacturing Technologies 20 The Quality Movement 25 Discontent, Cynicism, and Fear in the Workplace 26 Sociodemographic Diversity in the Workplace 29 Fads and Foibles in Management 31 Conclusion 32 Notes 33 Chapter 2 PERCEPTION, ATTITUDES, AND INDIVIDUAL DIFFERENCES 41 Basic Internal Perceptual Organizing Patterns 42 Gestalt Psychology 42 External Factors in Perception 44 Social and Interpersonal Perception 45 Schemas and Scripts 45 Perceptual Distortion 46 Attribution Theory 49 Perception and Individual Differences 51 Personality 52 Self-Concept 54 Perception, Individual Differences, and Decision Making 55 Attitudes and Attitude Formation 57 Attitude Formation 58 Attitude Change 58 Emotional Intelligence 61 Conclusion: The Social Context of Judgment and Choice 62 Notes 63 Chapter 3 MOTIVATION 70 Managerial Assumptions about Human Nature 70 Static-Content Theories of Motivation 72 Maslow’s Hierarchy of Needs 72 Alderfer’s ERG Theory 74 McClelland’s Theory of Socially Acquired Needs 74 Needs and Goal Orientation 75 Herzberg’s Motivator-Hygiene Theory 76 Managerial Application: Work Design and Job Enrichment 78 Process Theories of Motivation 81 Expectancy Theory 82 Path-Goal Theory of Motivation 84 Goal-Setting Theory 84 Managerial Application: Management by Objectives 86 Environmentally Based Theories of Motivation 86 Operant Conditioning and Reinforcement Theory 87 Managerial Application: Organizational Behavior Modification 88 Punishment and Discipline 89 Social Comparison Theory 90 Intrinsic and Extrinsic Rewards and Motivation 93 Managerial Application: Gainsharing 94 Motivation and the Psychological Contract 95 Organizational Commitment and the Psychological Contract 96 Choosing an Appropriate Motivational Model 98 Contrasting Motivation and Learning 99 Conclusion 99 Notes 100 Chapter 4 COMMUNICATION 112 The Communication Process 112 Interpersonal Communication 114 Communication Modes 115 Barriers to Effective Communication 120 Improving Interpersonal Communication 122 Organizational Communication 125 Knowledge Management 125 Communication Networks 128 Organizational Symbols and Rituals 132 In-House Publications 132 Communication Roles 133 Media Richness and Communication Effectiveness 135 Envisioning and Communicating Organizational Change 138 Ethics in Organizational Communication 139 Conclusion 140 Notes 140 Chapter 5 GROUP DYNAMICS 148 Types of Groups 148 Primary and Secondary Groups 149 Formal and Informal Groups 149 Heterogeneous and Homogeneous Groups 150 Interacting and Nominal Groups 150 Permanent and Temporary Groups 152 Basic Attributes of Groups 152 Individual and Group Status 153 Roles 153 Norms 155 Cohesiveness 156 Group (Organizational) Commitment 158 Groupthink 158 Choice-Shift (Risky-Shift) Phenomenon 160 Social Loafing 161 Group Process and Development 162 Group Development 162 Group and Organizational Socialization 165 Observation of Group Process 167 Conclusion 171 Notes 172 Chapter 6 WORK TEAMS AND INTERGROUP RELATIONS: MANAGING COLLABORATION AND CONFLICT 179 Work Teams 179 Managing Teams 180 Teams and Social Identity Theory 181 Trust Building and Teamwork 182 Teams in Action 183 Virtual Teams 188 Team Conflict 193 Intergroup Relations 193 Group Interdependence 194 Intergroup Conflict 196 Conclusion: Implications for Managers 200 Notes 202 Chapter 7 LEADERSHIP, POWER, AND THE MANAGER 208 Leadership and Power 209 Power and Authority 209 Types of Power 210 The Need for Power in Managerial Performance 211 Theories of Leadership 212 Trait Theory 212 Behavioral and Functional Theories 214 Contingency Theories 221 Attribution Theory 228 Leader-Member Relations 229 Leadership and Management 230 Mintzberg’s Managerial Role Set 231 The Role of the General Manager 232 Implications for Management and Leadership 233 Substitutes for Leadership as Supervision 234 Transformational Leadership and Organizational Change 237 Gender, Power, and Leadership 240 Leadership: A Synthesis 241 Notes 243 Chapter 8 MACRO-ORGANIZATIONAL BEHAVIOR: THE ORGANIZATION’S ENVIRONMENT 251 Organizational Environment 251 Defining Organizational Environment 252 Environmental Change and Uncertainty 256 Organization-Environment Relations 261 Controlling the Environment 261 The International Environment 266 Globalization and Organizational Behavior 267 Transferability of Management Practices 269 Societal Culture and Management 271 Conclusion 274 Notes 275 Chapter 9 ORGANIZATION STRUCTURE AND DESIGN 282 Organizational Structure 283 Complexity 284 Formalization 286 Centralization 286 Key Organization Structure Challenges 286 Determinants of Structure 291 Organization Design 297 Simple Structure 298 The Functional Organization 299 The Divisionalized Form 301 Adhocracy 301 Market-Based, Network Organizational Forms 307 Conclusion 312 Notes 314 Chapter 10 ORGANIZATIONAL CULTURE AND EFFECTIVENESS 320 Organizational Culture 320 Uniqueness of Organizational Cultures 322 Objective and Subjective Organizational Culture 323 Organizational Subcultures 324 Summary 325 Diagnosing Organizational Culture 325 Culture Change in Organizations 328 Culture as Sustained Competitive Advantage 334 Ethical Considerations and Organizational Culture 334 Organizational Climate 335 Organizational Effectiveness 336 One-Dimensional Views of Effectiveness 336 Competing Values and Organizational Effectiveness 339 Conclusion 342 Notes 342 Chapter 11 ORGANIZATION DEVELOPMENT AND CHANGE 348 Organization Development 348 Laboratory Training 349 Survey Research and Feedback 349 Sociotechnical Systems 352 The Nature of Organization Development 353 Intervention Strategies and Change 361 Managing Organization Change 368 Changemakers 369 Approaches to Organizational Change 369 Enabling Large-Scale Organization Change 371 Interventions and Organizational Politics 372 Resistance, Support, and Coping with Change 373 Organizational Downsizing, Retrenchment, and Resizing 376 Conclusion 379 Notes 379 Appendix A THE RESEARCH PROCESS IN ORGANIZATIONAL BEHAVIOR 389 Appendix B STATISTICAL ANALYSIS 416 Appendix C HOW TO READ A RESEARCH-ORIENTED JOURNAL ARTICLE 430 Index 453

About the Author :
James L. Bowditch is the Stewardship & Planned Giving Officer for the Diocese of Maine. For the past two years, he was the Director of Development at Episcopal Divinity School. Prior to that he was Professor of Management in the Management & Information Systems Department at Saint Joseph's University, Philadelphia, PA, and earlier, Dean of the College of Business & Administration. He was also undergraduate dean and associate professor in the Carroll School of Management at Boston College. His research has been on the human effects of organizational transformation, with a focus on mergers and acquisitions. He has co-authored five books. He holds a B.A. from Yale in psychology, an M.A. from Yale in psychology, an M.A. from Western Michigan University in psychology and a Ph.D. in Industrial/Organizational psychology.