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.
