Details

Subject(s)

• Management [Browse]
• Organizational behavior [Browse]

Related name

• Gardner, Donald G. [Browse]

Bibliographic references

Includes bibliographical references (p. 667-690) and index.

Action note

Committed to retain in perpetuity — ReCAP Shared Collection (HUL)

Contents

• Part I. Exploring Management and Organizational Behavior
• 1. Nature of Organizations and Management
• Nature of Organizations
• Nature of Management
• Move Toward the High-Involvement Organization and Management System
• Why Organizations Need Managers
• Types of Managers
• Variations in the Manager's Job
• Managerial Roles
• Nature of Organizations and Management in Review
• Issues for Review and Discussion
• Case: Larry Ross: A Manager in His Own Words
• 2. Philosophies and Approaches to Management Practice
• Classical School of Management Thought and Practice
• Hawthorne Studies: A Transition in Thought and Practice
• Behavioral School of Management Thought and Practice
• Other Management Perspectives
• Philosophies and Approaches to Management Practice in Review
• Case: A Job Interview with Sterling Manufacturing
• 3. Social Responsibility and Ethics
• Nature of Social Responsibility
• Diverging Views on Social Responsibility
• Nature of Managerial Ethics
• Ethical and Unethical Managerial Behavior
• Ethics and the Employee-Organization Relationship
• Diversity
• A Contemporary Issue of Ethics and Social Responsibility
• Social Responsibility and Ethics in Review
• Case: Frank Pearson and the Allied Research Corporation
• 4. Organizational Environment
• External Environment
• Organization-Environment Relationship
• Linking Environments and Organizations
• Internal Environment
• Organizational Environment in Review
• Case: Scient Rises and Falls with the Dot-com Boom
• Video Cohesion Case for Part I: Horizons: A Values-Based Company with a Bright, Yet Challenging, Future
• Part II. Individuals as Organizational Members
• 5. Individuals in Organizations: Perception, Personality, and Cultural Differences
• Perception
• Personality
• Cultural Differences among Organizational Members
• Perception, Personality, and Cultural Differences in Review
• Case: Virtual Teamwork
• 6. Attitudes in Organizations
• Attitudes and Their Components
• Attitude Formation
• Attitude Change
• Work-Related Attitudes
• Importance of Work-Related Attitudes
• Management of Employee Attitudes
• Financial Impact of Attitudes
• Attitudes in Organizations in Review
• Case: Teamwork at GE Medical Systems
• 7. Work Motivation
• Motivation: Direction and Intensity
• Content Theories of Motivation
• Process Theories of Motivation
• Recent Research on Motivation Theories
• Work Motivation in Review
• Case: Delights Restaurant
• 8. Behavior in Organizations
• Individual Performance
• Withdrawal
• Organizational Citizenship
• Aggression, Violence, and Incivility
• Drug and Alcohol Abuse
• Behavior in Organizations in Review
• Case: Critical Absence Crisis
• Video Cohesion Case for Part II: Horizons: The Importance of People, Human Resource Management, and a Strong Corporate Culture
• Part III. Management Functions and the Organizational Behavior Context
• 9. Organizational Decision Making
• Nature of Decision Making
• Decision-Making Process and Managerial Practices
• Problems in the Decision-Making Process
• Improving Decision Making
• Models of Individual Decision Making
• Employee Reactions to Organizational Decision Making
• Control- and Involvement-Oriented Approaches to Decision Making
• Organizational Decision Making in Review
• Case: The Sydney Olympics Torch Relay: A Myriad of Decisions for Di Henry
• 10. Organizational Planning and Controlling
• Planning as an Organizational Activity
• Planning Process
• Types of Plans
• Goals or Outcome Statements
• Formal Organizational Planning in Practice
• Employee Responses to Planning
• Controlling as an Organizational Activity
• Controlling and the Control Process
• Variations in Control Systems
• Characteristics of Effective Control Systems
• Impact of Control on Organizational Members
• Management by Objectives
• A Planning and Control Technique
• Control- and Involvement-Oriented Approaches to Planning and Controlling
• Organizational Planning and Controlling in Review
• Case: Product Development Planning at Display Electronics
• 11. Leading Organizational Members
• Nature of Leadership
• Trait Approach to Leadership
• Behavioral Approaches to Leadership
• Situational (Contingency) Approaches to Leadership
• Substitutes for and Neutralizers of Leadership
• Transformational, Visionary, and Charismatic Leadership
• Leadership Needs in the 21st Century
• Leading Organizational Members in Review
• Case: Which Style Is Best?
• 12. Organizing and Coordinating the Work of the Organization
• Nature of Organizing
• Differentiation
• Organizational Departmentalization
• Organizational Superstructures
• Integration
• Coordinating Organizational Activities and Units
• Employee Responses to Organizational Design
• Organizing and Coordinating the Work of the Organization in Review
• Case: Arnco Products Company
• 13. Organizational Design
• Organizational Design
• Dimensions of Organizational Design
• Centralization and Decentralization of Authority
• A Closer Look
• Basic Models of Organizational Design
• Organizational Context and Design Influences
• Employee Responses to Organizational Design and Context
• Organizational Design in Review
• Case: Turning the Organization Chart Upside Down
• Video Cohesion Case for Part III: Horizons: Strategies for Growth
• Part IV. Groups in Organizations
• 14. Nature of Groups and Teams in Organizations
• Groups and Teams
• Team Properties
• Team Development
• Managing Team Effectiveness
• Employee Responses to Work Teams
• Nature of Groups and Teams in Organizations in Review
• Case: Team Building
• 15. Work Group and Team Processes
• Group Decision Making
• Other Work Group and Team Processes
• Work Group and Team Processes in Review
• Case: Changing Direction at Luminate
• Video Cohesion Case for Part IV: Horizons: Leadership, Communications, and Motivation
• Part V. Managing in the 21st Century
• 16. Managing Productivity: Established Approaches
• Organizational Behavior Modification
• Job and Work Design
• Managing Productivity: Established Approaches in Review
• Case: Medtronic: A "Human" Place to Work
• 17. Managing Productivity: Contemporary Approaches
• Alternative Work Schedules
• Employee Ownership
• Quality Control Circles
• High-Involvement Organization and Management
• Managing Productivity: Contemporary Approaches in Review
• Case: Feeding Employee Satisfaction at la Madeleine
• 18. Managing Organizational Change and Development
• Why Change Occurs: Forces for Change
• Types of Change
• Reactions to Change
• Psychological Ownership and Organizational Change
• Developing Support for Change
• Special Role of Organizational Development
• Planning and Managing the Change Process
• Learning Organization
• Managing Organizational Change and Development in Review
• Case: Guarantee Corporation of America
• Video Cohesion Case for Part V: Horizons: Standing at the Crossroads.

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ISBN

0324049587

LCCN

^^2001031098

OCLC

46641901

RCP

H - S

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