Cover image for Essentials of organizational behavior
Title:
Essentials of organizational behavior
Author:
Robbins, Stephen P., 1943-
Personal Author:
Edition:
Sixth edition.
Publication Information:
Upper Saddle River, N.J. : Prentice Hall, [2000]

©2000
Physical Description:
xvi, 303 pages : illustrations ; 24 cm
Language:
English
ISBN:
9780130835727
Format :
Book

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Summary

Summary

For courses in Organizational Behavior, HumanRelations, and Industrial Psychology. Robbins' Essentials of Organizational Behavior features only the most relevant topics in organizational behavior today, such as TQM; reengineering, technology; empowerment; declining employee loyalty; the Myers-Briggs Type Indicator; virtual and boundaryless organizations; 360-degree performance appraisals; diversity; globalization; ethics; and more. *NEW - Improved integration of key concepts - Interweaves discussions of diversity, globalization, and ethics throughout the text rather than presenting them in stand-alone chapters. *NEW - CD-ROM enhanced media version -Offers an optional CD-ROM with the following features: 1.) KnitMedia Inc. integrated cases and video; 2.) Chapter ending cases to accompany ABC/SB2000 VHS video library; 3.) Additional content to expand references within text; 4.) Link to PHLIP/CW Website. *Clear, concise, and current presentation.


Table of Contents

Prefacep. xvii
Part I Prologuep. 1
1 Introduction to Organizational Behaviorp. 1
The Field of Organizational Behaviorp. 2
Goals of Organizational Behaviorp. 5
Challenges and Opportunities for OB: A Managerial Perspectivep. 6
The Plan of This Bookp. 15
Part II The Individual in the Organizationp. 17
2 Foundations of Individual Behaviorp. 17
Valuesp. 17
Attitudesp. 24
Perceptionp. 27
Learningp. 30
Implications for Managersp. 31
3 Personality and Emotionsp. 34
Personalityp. 34
Emotionsp. 40
Implications for Managersp. 46
4 Basic Motivation Conceptsp. 47
What Is Motivation?p. 48
Early Theories of Motivationp. 48
Contemporary Theories of Motivationp. 52
Don't Forget: Motivation Theories Are Culture-Bound!p. 61
Implications for Managersp. 62
5 Motivation: From Concepts to Applicationsp. 63
Management by Objectivesp. 64
Behavior Modificationp. 66
Employee Recognition Programsp. 68
Employee Involvement Programsp. 70
Job Redesign and Scheduling Programsp. 73
Variable-Pay Programsp. 79
Skill-Based Pay Plansp. 81
A Final Thought: Motivating the Diversified Workforcep. 83
Implications for Managersp. 83
6 Individual Decision Makingp. 84
How Should Decisions Be Made?p. 85
How Decisions Are Actually Made in Organizationsp. 88
Ethics in Decision Makingp. 99
Implications for Managersp. 100
Part III Groups in the Organizationp. 101
7 Foundations of Group Behaviorp. 101
Defining and Classifying Groupsp. 101
Basic Group Conceptsp. 102
Group Decision Makingp. 112
Implications for Managersp. 116
8 Understanding Work Teamsp. 119
Why Have Teams Become So Popular?p. 120
Teams Versus Groups: What's the Difference?p. 120
Types of Teamsp. 121
Creating Effective Teamsp. 125
Turning Individuals into Team Playersp. 130
Teams and Quality Managementp. 133
Beware! Teams Aren't Always the Answerp. 134
Implications for Managersp. 134
9 Communicationp. 136
Functions of Communicationp. 137
The Communication Processp. 137
Direction of Communicationp. 138
Interpersonal Communicationp. 139
Organizational Communicationp. 142
Barriers to Effective Communicationp. 148
Cross-Cultural Communicationp. 150
Ethics in Communication: Is It Wrong To Tell a Lie?p. 152
Implications for Managersp. 152
10 Leadership and Creating Trustp. 156
What Is Leadership?p. 156
Trait Theoriesp. 157
Behavioral Theoriesp. 158
Contingency Theoriesp. 161
Charismatic Leadershipp. 166
Contemporary Issues in Leadershipp. 168
Is Leadership Always Relevant?p. 170
Trust and Leadershipp. 171
Implications for Managersp. 175
11 Power and Politicsp. 176
A Definition of Powerp. 176
Contrasting Leadership and Powerp. 177
Bases of Powerp. 177
Dependency: The Key to Powerp. 179
Power in Groups: Coalitionsp. 181
Sexual Harassment: Unequal Power in the Workplacep. 182
Politics: Power in Actionp. 183
Implications for Managersp. 191
12 Conflict and Negotiationp. 193
A Definition of Conflictp. 193
Transitions in Conflict Thoughtp. 194
Functional Versus Dysfunctional Conflictp. 195
The Conflict Processp. 195
Negotiationp. 202
Implications for Managersp. 208
Part IV The Organization Systemp. 210
13 Foundations of Organization Structurep. 210
What Is Organization Structure?p. 211
Common Organizational Designsp. 217
New Optionsp. 220
Why Do Structures Differ?p. 224
Organization Structure and Employee Behaviorp. 226
Implications for Managersp. 228
14 Organizational Culturep. 229
Defining Organizational Culturep. 230
What Does Culture Do?p. 232
Creating and Sustaining Culturep. 233
How Employees Learn Culturep. 237
Managing Cultural Changep. 239
Creating an Ethical Organizational Culturep. 240
Creating a Customer-Responsive Culturep. 241
Spirituality and Organizational Culturep. 242
Organizational Culture Versus National Culturep. 245
Organizational Culture and the Paradox of Diversityp. 245
Implications for Managersp. 246
15 Human Resource Policies and Practicesp. 247
Employee Selectionp. 247
Training and Development Programsp. 250
Performance Appraisalp. 254
Implications for Managersp. 263
16 Organizational Change and Developmentp. 264
Forces for Changep. 265
Change Agentsp. 266
Two Views of Changep. 267
Resistance to Changep. 269
Managing Change Through Organizational Developmentp. 273
Contemporary Issues in Organizational Changep. 277
Implications for Managersp. 282
Epiloguep. 283
Endnotesp. 285
Index/Glossaryp. 307