Cover image for Organizational behavior : core concepts
Title:
Organizational behavior : core concepts
Author:
Vecchio, Robert P.
Personal Author:
Edition:
Fifth edition.
Publication Information:
Mason, Ohio : Thomson/South-Western, [2003]

©2003
Physical Description:
xxii, 420 pages : illustrations ; 25 cm
Language:
English
ISBN:
9780324170726
Format :
Book

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Summary

Summary

In response to the need for an alternative to broad-coverage organizational behavior books, Bob Vecchio has written Organizational Behavior: Core Concepts, 5th Edition. With solid coverage of theory, research, and practice, this new edition provides the foundation for understanding micro and macro views of organizational behavior.


Table of Contents

Prefacep. ix
Part 1 Individual Processesp. 1
1 An Introduction to Organizational Behaviorp. 2
What is Organizational Behavior?p. 4
Why Bother? Or, Three Reasons for Studying Organizational Behaviorp. 4
Practical Applicationsp. 4
Personal Growthp. 5
Increased Knowledgep. 6
Organizational Behavior and Its Related Fieldsp. 6
Studying the Behavior of People at Workp. 8
Scientific Managementp. 8
Human Relations Approach: The Hawthorne Studiesp. 9
Contingency Approachp. 12
Culture-Quality Movementp. 12
Challenges Confronting Managers in the 21st Centuryp. 13
Workforce Diversityp. 13
Contingent Workersp. 14
The Expression of Emotions at Workp. 15
Criticisms of the Fieldp. 15
A Framework for Studying Organizational Behaviorp. 17
2 Personality and Perceptionp. 24
Personalityp. 26
The Determinants of Personalityp. 26
Assessing Personality Traitsp. 28
Important Dimensions of Personalityp. 31
The Perception of Othersp. 36
Accuracy in Perceiving Othersp. 37
The Perception of Personality Traitsp. 38
Some Obstacles to Accurate Perceptionp. 39
Understanding Attributionsp. 41
3 Changing Employee Behavior Through Consequencesp. 48
The Nature of Learningp. 50
Classical Conditioningp. 50
Observational Learningp. 51
Instrumental, or Operant, Conditioningp. 52
Using Operant Principles in Organizational Settingsp. 53
Acquiring Complex Behaviors: Shapingp. 53
Maintaining Desired Behaviorp. 53
Rules for Applying Operant Principlesp. 55
Does OB Mod Work?p. 56
Controversies Surrounding OB Modp. 56
The Role of Punishmentp. 58
Alternatives to Punishmentp. 58
Effective Punishmentp. 59
Guidelines for Administering Disciplinep. 60
Progressive Disciplinep. 60
Conducting a Disciplinary Meetingp. 61
4 Motivationp. 68
The Nature of Motivationp. 70
Achievement Motivation Theoryp. 70
Maslow's Hierarchy of Needsp. 72
Two-Factor Theoryp. 75
Expectancy Theoryp. 76
Reinforcement Theoryp. 78
Equity Theoryp. 79
Social Learning Theoryp. 81
A Comprehensive Model of Motivationp. 81
5 Enhancing Employee Motivation Using Rewards, Goals, Expectations, and Empowermentp. 88
Reward Systemsp. 90
The Role of Compensationp. 90
Goal-Settingp. 93
Specificityp. 93
Difficultyp. 93
Acceptancep. 93
Management by Objectivesp. 94
Expectationsp. 96
The Power of Self-Fulfilling Propheciesp. 96
The Constructive Management of Self-Fulfilling Propheciesp. 98
Employee Empowermentp. 99
Job Redesignp. 99
Quality Circlesp. 106
Self-Directed Work Teamsp. 107
Part 2 Interpersonal Processesp. 119
6 Power and Politicsp. 120
Distinguishing Power and Influencep. 122
Interpersonal Influence Processesp. 122
The Five Bases of Powerp. 123
Interplay Among the Power Basesp. 125
Politics: The Facts of Organizational Lifep. 126
Political Tacticsp. 126
Devious Political Tacticsp. 128
Political Blundersp. 129
Coping with Organizational Politicsp. 130
Machiavellianismp. 131
Consequences of Using Influence Tacticsp. 132
Other Influence Techniquesp. 133
The Ethics of Organizational Politicsp. 134
Responding to Authority: Obediencep. 135
7 Leadershipp. 142
The Nature of Leadershipp. 144
Does Leadership Make a Difference?p. 145
What Do Managers Actually Do?p. 145
The Trait Approachp. 146
Gender Issuesp. 148
The Behavioral Approachp. 148
The Situational Approachp. 155
Fiedler's Contingency Modelp. 155
Path-Goal Theoryp. 158
Situational Leadership Theoryp. 159
The Vroom-Yetton Leadership Modelp. 161
The Vertical Dyad Linkage Modelp. 163
Substitutes for Leadershipp. 165
Obstacles to Personal Effectiveness in Leadership and Managerial Positionsp. 166
8 Decision Makingp. 178
Types of Organizational Decisionsp. 180
Personal Versus Organizational Decisionsp. 180
Programmed Versus Nonprogrammed Decisionsp. 180
Classical Decision Theoryp. 182
A Behavioral Theory of Decision Makingp. 183
The Influence of Judgmental Strategiesp. 185
Obstacles to Effective Decision Makingp. 186
Judgmental Biasesp. 186
Escalation of Commitmentp. 186
Groupthinkp. 188
Risk Taking Within Groupsp. 190
Techniques for Improving Decision Makingp. 192
Individual Versus Group Decision Makingp. 192
The Nominal Group Techniquep. 193
The Delphi Techniquep. 194
Social Loafing and the Stepladder Techniquep. 195
Creativity and Decision Makingp. 195
Characteristics of Creative Individualsp. 196
Measuring Individual Creativityp. 196
Steps in the Creative Processp. 197
Enhancing Creativityp. 198
Ethics in Decision Makingp. 199
9 Group Dynamicsp. 208
The Nature of Groupsp. 210
Formal Versus Informal Groupsp. 210
Open Versus Closed Groupsp. 210
Reasons for Forming Groupsp. 210
Interpersonal Attractionp. 212
Physical and Psychological Distancep. 212
Similarityp. 213
Stages in Group Developmentp. 214
Impact of Group Properties on Performancep. 215
The Mere Presence of Othersp. 215
Sizep. 216
Compositionp. 217
Rolesp. 218
Statusp. 220
Normsp. 221
Cohesivenessp. 222
10 Managing Conflictp. 228
Conflictp. 230
Changing Views of Conflictp. 230
Sources of Conflictp. 231
Communication Factorsp. 232
Structural Factorsp. 232
Personal Behavior Factorsp. 233
Interpersonal Conflictp. 234
Strategies for Reducing Conflictp. 235
Superordinate Goalsp. 235
Structural Approachesp. 237
Styles of Conflict Managementp. 238
Managing Intergroup Conflictp. 240
Stimulating Conflictp. 242
11 Managing Stress and Employee Job Satisfactionp. 248
Views of Job-Related Stressp. 250
Causes of Stressp. 251
Personal Factorsp. 251
Interpersonal Factorsp. 254
Organizational Factorsp. 255
Reactions to Stressp. 258
Physical Problemsp. 258
Alcoholism and Drug Abusep. 259
Absenteeism, Turnover, and Dissatisfactionp. 259
Workplace Violencep. 260
Mass Psychogenic Illnessp. 260
Burnout--A Companion Problemp. 262
Coping with Stressp. 262
Flight or Fightp. 262
Exercisep. 263
Social Supportp. 264
Job Redesignp. 264
Relaxation Techniquesp. 264
Time Management: A Practical Approach to Reducing Stressp. 264
Employee Job Satisfactionp. 265
The Importance of Job Satisfactionp. 266
Sources of Job Satisfactionp. 266
The Search for Trends in Job Satisfactionp. 269
Consequences of Job Dissatisfactionp. 269
Job Satisfaction and Productivityp. 271
Part 3 Organizational Structure and Dynamicsp. 283
12 Communicationp. 284
A Model of the Communication Processp. 286
Types of Communicationp. 287
Communication Networksp. 288
The Direction of Communicationp. 290
Downward Communicationp. 290
Upward Communicationp. 290
Horizontal Communicationp. 291
Communication Rolesp. 292
Gatekeepersp. 292
Liaisonsp. 292
Isolatesp. 293
Cosmopolitesp. 293
Nonverbal Communicationp. 293
Dimensions on Nonverbal Communicationp. 293
Proxemicsp. 295
Spatial Arrangementsp. 296
Timep. 296
Individual Barriers to Communicationp. 296
Differences in Statusp. 296
The Credibility of the Sourcep. 296
Perceptual Biasesp. 297
Organizational Barriers to Communicationp. 297
Information Overloadp. 297
Time Pressuresp. 297
Organizational Climatep. 297
Technologyp. 297
Informal Communicationp. 298
Improving Organizational Communicationp. 300
13 Organizational Design and Environmental Influencesp. 306
Principles of Organizingp. 308
Decentralization Versus Centralizationp. 308
Tall Versus Flat Structuresp. 309
Unity and Chain of Commandp. 311
A Look at Some Modern Organizational Designsp. 313
Functional Designp. 313
Product Designp. 313
Hybrid Designp. 313
Environmental Influencesp. 318
Dimensions of External Environmentsp. 318
Managing the External Environmentp. 321
The Contingency View of Organizational Designp. 322
Mechanistic and Organic Systemsp. 322
Woodward's Studies of Technologyp. 323
14 Cultural Influencesp. 330
Organizational Culturep. 332
Rituals and Storiesp. 332
The Measurement and Change of Organizational Culturep. 333
The Creation and Maintenance of Organizational Culturep. 333
A Framework for Understanding Organizational Culturep. 334
Studies of Organizational Culturep. 336
Cross-Cultural Studiesp. 336
Cultural Differencesp. 337
Dimensions of Cultural Differencesp. 340
Japanese Managementp. 340
Doing Business Overseasp. 343
Cross-Cultural Trainingp. 345
The Culture Assimilatorp. 345
Simulationp. 346
15 Managing Organizational Change and Developmentp. 354
Sources of Changep. 356
Organizational Growth and Declinep. 356
Growth Through Creativityp. 357
Growth Through Directionp. 357
Growth Through Delegationp. 358
Growth Through Coordinationp. 358
Continued Growth Through Collaborationp. 358
Managing Organizational Declinep. 328
Critical Determinants of Organizational Success and Failurep. 359
Factors That Lead to Successp. 359
Factors That Lead to Failurep. 361
Organizational Developmentp. 361
Phases in the OD Processp. 362
Resistance to Changep. 363
OD Techniquesp. 364
Conditions for the Successful Adoption of ODp. 367
Does OD Work?p. 367
OD in Perspectivep. 368
Glossaryp. 375
Notesp. 385
Indexp. 413