Basic organizational behavior
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1995
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| 008 | 950413s1995 xxud||| |||| 00||| eng d | ||
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| 084 | |a QP 342 |0 (DE-625)141863: |2 rvk | ||
| 100 | 1 | |a Schermerhorn, John R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Basic organizational behavior |c John R. Schermerhorn ; James G. Hunt ; Richard N. Osborn |
| 264 | 1 | |a New York <<[u.a.]>> |b Wiley |c 1995 | |
| 300 | |a XVII, 333 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Management | |
| 700 | 1 | |a Hunt, James G. |e Verfasser |4 aut | |
| 700 | 1 | |a Osborn, Richard |e Verfasser |4 aut | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016860276&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016860276 | ||
Datensatz im Suchindex
| _version_ | 1804138190360018944 |
|---|---|
| adam_text | PARTI THE NEW WORK ENVIRONMENT CHAPTER 1 Organizational Behavior and Management 1
CHAPTER 2 Organizational Behavior and the New Workplace 18
CHAPTER 3 Organizational Behavior and the Global Economy 33
PART II INDIVIDUALS IN ORGANIZATIONS CHAPTER 4 Individual Differences and Diversity 49
CHAPTER 5 Motivation and Rewards 67
CHAPTER 6 Reinforcement, Pay Practices, and Self-Management 81
CHAPTER 7 Job Design, Goal Setting, and Performance Appraisal 94
PART III GROUPS IN ORGANIZATIONS CHAPTER 8 Groups and Work Teams 111
CHAPTER 9 Group and Intergroup Dynamics 127
PART IV PROCESSES IN ORGANIZATIONS CHAPTER 10 Power and Politics 144
CHAPTER 11 Leadership 159
CHAPTER 12 Communication and Decision Making 176
CHAPTER 13 Conflict and Negotiation 202
PARTV ORGANIZATIONS CHAPTER 14 Organizational Goals and Structures 216
CHAPTER 15 Organizational Design 235
CHAPTER 16 Organizational Culture 252
CHAPTER 17 Organizational Change and Development 269
Notes 287
Glossary 305
Suggested Readings 317
Index 321
PARTI
THE NEW WORK ENVIRONMENT
CHAPTER 1 ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 1
What Is Organizational Behavior? 2
Usefulness of Organizational Behavior 3
A Brief History of Organizational Behavior 4
Learning About Organizational Behavior 6
The Nature of Organizations 6
Managers in Organizations 7
What Is an Effective Manager? 8
Productivity and Managerial Performance 9
Value Added Managers 10
The Manager s Challenge 10
The Management Process 10
The Nature of Managerial Work 12
Managerial Activities and Roles 13
Managerial Networks 13
Managerial Skills and Competencies 15
In Summary 16
CHAPTER 2 ORGANIZATIONAL BEHAVIOR AND THE NEW WORKPLACE 18
The Manager s Changing Environment 19
The Global Economy 19
Organizational Transitions 20
Human Rights in the Workplace 20
Developments in Information Technologies 21
New Values and New Ways of Organizing 22
Total Quality Management 23
Management and Workforce Diversity 25
Managerial Ethics and Social Responsibility 26
Ethical Dilemmas 27
Corporate Social Responsibility 28
viii Contents
Job Satisfaction and the Quality of Work life 29
What Is Job Satisfaction? 29
Management and the Quality of Work Life 30
In Summary 30
CHAPTER 3 ORGANIZATIONAL BEHAVIOR AND THE GLOBAL ECONOMY 33
Management and the Global Imperative 34
What Is Culture? 35
Popular Dimensions of Culture 35
Values and National Cultures 37
Developing Cultural Awareness and Sensitivity 39
A Global Perspective on People at Work 39
Multinational Employers 39
Multicultural Work Forces 40
Comparative Management and Organizational Practices 41
Individuals Across Cultures 41
Groups Across Cultures 42
Processes Across Cultures 42
Organizations Across Cultures 44
A Global View on Learning About Organizational Behavior 45
In Summary 46
PART II
INDIVIDUALS IN ORGANIZATIONS
CHAPTER 4 INDIVIDUAL DIFFERENCES AND DIVERSITY 49
Demographic Differences Among Individuals 50
Gender 51
Age 51
Disability 52
Racioethnicity 52
Other Demographic Characteristics 52
Competency Differences Among Individuals 53
Personality Differences Among Individuals 53
Personality Determinants and Development 54
Important Personality Traits 55
Value Differences Among Individuals 57
Sources and Types of Values 57
Patterns and Trends in Values 58
Contents ix
Attitude Differences Among Individuals 59
Components of Attitudes 59
Attitudes and Behavior 60
Attitudes and Cognitive Dissonance 60
Perceptual Differences Among Individuals 61
Common Perceptual Distortions 61
Attribution Theory 62
Individual Differences and Workplace Diversity Strategies 63
In Summary 64
CHAPTER 5 MOTIVATION AND REWARDS 67
Content and Process Theories 68
Maslow s Hierarchy of Needs Theory 68
Alderfer s ERG Theory 70
McClelland s Acquired Needs Theory 70
Three Types of Acquired Needs 70
Herzberg s Two-Factor Theory 71
Satisfiers or Motivator Factors 72
Dissatisfiers or Hygiene Factors 72
Research and Practical Implications 73
Equity Theory 73
Resolving Felt Inequities 73
Managing the Equity Dynamic 74
Expectancy Theory 75
The Theory 75
Multiplier Effects and Multiple Outcomes 76
An Integrated Model of Motivation 77
In Summary 79
CHAPTER Q REINFORCEMENT, PAY PRACTICES, AND SELF-MANAGEMENT 81
Learning 82
Classical Conditioning 82
Operant Conditioning 83
Cognitive Learning 83
Social Learning 83
Reinforcement 84
Positive Reinforcement 85
Negative Reinforcement (Avoidance) 85
Punishment 86
Extinction 87
x Contents
Social Learning Theory and Behavioral Self-Management 87
Managing Pay as an Extrinsic Reward 87
Multiple Meanings of Pay 88
Merit Pay 88
Creative Pay Practices 90
In Summary 91 chapter 7 JOB DESIGN, GOAL SETTING, AND PERFORMANCE
APPRAISAL 94
Job Design Approaches 96
Job Simplification 96
Job Enlargement and Job Rotation 96
Job Enrichment 97
A Diagnostic Approach to Job Enrichment 97
Individual Difference Moderators 98
Alternative Work Arrangements 99
The Compressed Workweek 99
Flexible Working Hours 100
Job Sharing 101
Part-Time Work 101
Telecommuting 101
Goal-Setting Theory 102
Goal-Setting and MBO 103
Performance Appraisal: Process and Purpose 104
Measurement Errors in Performance Appraisal 105
Halo Errors 105
Leniency/Strictness Errors 106
Central Tendency Errors 106
Recency Errors 106
Personal Bias Errors 106
Performance Appraisal Methods 106
Ranking 106
Paired Comparison 107
Forced Distribution 107
Graphic Rating Scales 107
Critical Incident Diary 108
Behaviorally Anchored Rating Scales (BARS) 108
In Summary 108
Contents xi
PART III
GROUPS IN ORGANIZATIONS
CHAPTER 8 GROUPS AND WORK TEAMS 111
Types of Groups in Organizations 112
Formal Groups 112
Work Teams 113
Informal Groups 113
How Groups Help Organizations 113
Groups and Task Performance 114
Groups and Individual Development 115
Foundations of Group Effectiveness 116
Groups as Open Systems 116
Understanding Group Inputs 117
Understanding Group Throughputs 118
Employee Involvement Groups 119
Self-Managing Work Teams 120
How Self-Managing Teams Work 121
Questions and Answers on Self-Managing Teams 122
Teamwork and Team Building for Group Effectiveness 123
In Summary 124
CHAPTER 9 GROUP AND INTERGROUP DYNAMICS 127
Stages of Group Development 128
Forming Stage 128
Storming Stage 129
Norming Stage 129
Performing Stage 129
Adjourning Stage 130
Group Norms and Cohesiveness 130
Types of Group Norms 130
Building Positive Group Norms 132
Group Cohesiveness 133
How to Influence Group Cohesiveness 134
Task and Maintenance Needs of Groups 134
Group Task Activities 134
Group Maintenance Activities 135
Disruptive Activities in Groups 135
xii Contents
Communication in Groups 135
Decision Making in Groups 137
How Groups Make Decisions 137
Assets and Liabilities of Group Decision Making 138
Groupthink 139
Intergroup Dynamics 140
In Summary 141
PART IV
PROCESSES IN ORGANIZATIONS
CHAPTER JO POWER AND POLITICS 144
Power 145
Position Power 145
Personal Power 146
The Milgram Experiments: Power, Formal Authority, and Obedience 147
Obedience and the Acceptance of Authority 147
Obedience and the Zone of Indifference 148
Managerial Perspectives on Power and Influence 148
Acquiring Managerial Power 149
Turning Power into Influence 150
Empowerment 151
The Power Keys to Empowerment 151
Organizational Politics 152
The Two Traditions of Organizational Politics 152
The Double-Edged Sword of Organizational Politics 153
Self-Protection as Organizational Politics 153
Political Action in Organizations 154
Political Action and the Chief Executive 155
The Ethics of Power and Politics 156
In Summary 157
CHAPTER 11 LEADERSHIP 159
Trait and Behavioral Theories 160
Great Man/Trait Theory 161
Behavioral Theories 161
Reward and Punishment Theory 162
Contents xiii
Situational Contingency Theories of Leadership 164
Fiedler s Leadership Contingency Theory 164
House s Path-Goal Theory of Leadership 165
Hersey and Blanchard s Situational Leadership Theory 167
Substitutes for Leadership 168
Attribution Theory and the New Leadership 169
Charismatic Approaches 171
Transactional and Transformational Approaches 171
In Summary 174
CHAPTER 12 COMMUNICATION AND DECISION MAKING 176
The Communication Process 177
The Intended Communication 177
The Received Communication 178
Nonverbal Communication 178
Effective and Efficient Communication 178
Communication Channels 179
Formal Channels 179
Informal Channels 179
Quasiformal Channels 180
Barriers to Interpersonal Communication 180
Active Listening 182
Giving Feedback 182
Communication of Roles 183
Role Ambiguity 183
Role Conflict 184
Decision Making in Organizations 184
Decision Environments of Managers 185
Types of Decisions Made by Managers 185
Approaches to Decision Making 186
Intuition, Judgment, and Escalation of Commitment 187
Judgmental Heuristics 188
Escalating Commitment 189
Creativity 190
Deciding to Decide 190
Problem Selection 191
Involvement Strategy 191
Managing Participation in Decision Making 192
Organizational Learning 194
xiv Contents
Knowledge Acquisition 194
Information Distribution 195
Information Interpretation 196
Organizational Retention 197
Organizational Learning Cycles 198
Deficit Cycles 198
Benefit Cycles 199
In Summary 199
CHAPTER 13 CONFLICT AND NEGOTIATION 202
Conflict 203
What Is Conflict? 203
Conflict Management 205
Indirect Conflict Management Approaches 205
Direct Conflict Management Approaches 206
Negotiation 208
Different Approaches to Negotiation 210
Distributive Negotiation 210
Integrative Negotiation 211
Managerial Issues in Negotiation 211
Negotiation Pitfalls 212
Communication and Negotiation 213
Ethical Aspects of Negotiation 213
In Summary 214
PARTV
ORGANIZATIONS
CHAPTER 14 ORGANIZATIONAL GOALS AND STRUCTURES 216
Organizational Goals 217
Societal Contributions of Organizations 217
Systems Goals and Organizational Survival 219
Formal Structures and the Division of Labor 220
Vertical Specialization 220
Chain of Command and the Span of Control 222
Line and Staff Units 222
Managerial Techniques 224
Contents xv
Control 224
Output Controls 225
Process Controls 225
Allocating Formal Authority 227
Centralization and Decentralization 228
Horizontal Specialization 228
Departmentation by Function 228
Departmentation by Division 229
Departmentation by Matrix 230
Mixed Forms of Departmentation 231
Coordination 231
Personal Methods of Coordination 231
Impersonal Methods of Coordination 232
In Summary 233
CHAPTER 15 ORGANIZATIONAL DESIGN 235
Scale and Organizational Design 236
The Simple Design 237
The Bureaucracy 237
The Conglomerate 240
Technology and Organizational Design 241
Technology 241
Where Technology Dominates: The Adhocracy 242
Environment and Organizational Design 243
The General and Specific Environments 243
Environmental Complexity 244
Hybrid Designs: Balancing Technological and Environmental Demands 245
Bureaucratic Adjustments 246
Strategic Alliances 246
Strategy and Organizational Design 247
Generic Strategies 248
Matching Generic Strategy and Organizational Design 248
Competency-Based Strategies 249
In Summary 250
CHAPTER 16 ORGANIZATIONAL CULTURE 252
The Concept of Organizational Culture 253
Levels of Cultural Analysis 254
xvi Contents
Subcultures and Countercultures 255
Imported Subcultures and Cultural Diversity 255
The Functions of Organizational Culture for Its Members 257
External Adaptation 257
Internal Integration 258
Bringing Executives and Employees Together 259
Observable Aspects of Organizational Culture 259
Stories, Rites, Rituals and Symbols 260
Shared Meanings 261
Cultural Rules and Roles 261
Values and Organizational Culture 261
Linking Actions and Values 262
Common Assumptions and Organizational Culture 263
Common Assumptions and Management Philosophy 263
Common Assumptions and National Culture 263
Managing Organizational Culture: Building, Reinforcing, and Changing Culture 264
Ethics and Organizational Culture 266
In Summary 267
CHAPTER 17 ORGANIZATIONAL CHANGE AND DEVELOPMENT 269
The Nature of Organizational Change 270
Organizational Targets for Change 270
Phases of Planned Change 271
Planned Change Strategies 272
Force-Coercion and Planned Change 272
Rational Persuasion and Planned Change 273
Shared Power and Planned Change 273
Resistance to Change 273
Why People Resist Change 274
How to Deal with Resistance to Change 274
The Dynamics of Stress 275
Stress and Performance 276
Sources of Stress 276
Effective Stress Management 276
Organization Development 278
Goals of Organization Development 278
The Process of Organization Development 279
Organization Development Interventions 280
Organizationwide Interventions 280
Contents xvii
Group and Intergroup Interventions 281
Individual Interventions 281
Organization Development and Career Planning 282
In Summary 284
Notes 287
Glossary 305
Suggested Readings 317
Index 321
|
| adam_txt |
PARTI THE NEW WORK ENVIRONMENT CHAPTER 1 Organizational Behavior and Management 1
CHAPTER 2 Organizational Behavior and the New Workplace 18
CHAPTER 3 Organizational Behavior and the Global Economy 33
PART II INDIVIDUALS IN ORGANIZATIONS CHAPTER 4 Individual Differences and Diversity 49
CHAPTER 5 Motivation and Rewards 67
CHAPTER 6 Reinforcement, Pay Practices, and Self-Management 81
CHAPTER 7 Job Design, Goal Setting, and Performance Appraisal 94
PART III GROUPS IN ORGANIZATIONS CHAPTER 8 Groups and Work Teams 111
CHAPTER 9 Group and Intergroup Dynamics 127
PART IV PROCESSES IN ORGANIZATIONS CHAPTER 10 Power and Politics 144
CHAPTER 11 Leadership 159
CHAPTER 12 Communication and Decision Making 176
CHAPTER 13 Conflict and Negotiation 202
PARTV ORGANIZATIONS CHAPTER 14 Organizational Goals and Structures 216
CHAPTER 15 Organizational Design 235
CHAPTER 16 Organizational Culture 252
CHAPTER 17 Organizational Change and Development 269
Notes 287
Glossary 305
Suggested Readings 317
Index 321
PARTI
THE NEW WORK ENVIRONMENT
CHAPTER 1 ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 1
What Is Organizational Behavior? 2
Usefulness of Organizational Behavior 3
A Brief History of Organizational Behavior 4
Learning About Organizational Behavior 6
The Nature of Organizations 6
Managers in Organizations 7
What Is an Effective Manager? 8
Productivity and Managerial Performance 9
Value Added Managers 10
The Manager's Challenge 10
The Management Process 10
The Nature of Managerial Work 12
Managerial Activities and Roles 13
Managerial Networks 13
Managerial Skills and Competencies 15
In Summary 16
CHAPTER 2 ORGANIZATIONAL BEHAVIOR AND THE NEW WORKPLACE 18
The Manager's Changing Environment 19
The Global Economy 19
Organizational Transitions 20
Human Rights in the Workplace 20
Developments in Information Technologies 21
New Values and New Ways of Organizing 22
Total Quality Management 23
Management and Workforce Diversity 25
Managerial Ethics and Social Responsibility 26
Ethical Dilemmas 27
Corporate Social Responsibility 28
viii Contents
Job Satisfaction and the Quality of Work life 29
What Is Job Satisfaction? 29
Management and the Quality of Work Life 30
In Summary 30
CHAPTER 3 ORGANIZATIONAL BEHAVIOR AND THE GLOBAL ECONOMY 33
Management and the Global Imperative 34
What Is Culture? 35
Popular Dimensions of Culture 35
Values and National Cultures 37
Developing Cultural Awareness and Sensitivity 39
A Global Perspective on People at Work 39
Multinational Employers 39
Multicultural Work Forces 40
Comparative Management and Organizational Practices 41
Individuals Across Cultures 41
Groups Across Cultures 42
Processes Across Cultures 42
Organizations Across Cultures 44
A "Global" View on Learning About Organizational Behavior 45
In Summary 46
PART II
INDIVIDUALS IN ORGANIZATIONS
CHAPTER 4 INDIVIDUAL DIFFERENCES AND DIVERSITY 49
Demographic Differences Among Individuals 50
Gender 51
Age 51
Disability 52
Racioethnicity 52
Other Demographic Characteristics 52
Competency Differences Among Individuals 53
Personality Differences Among Individuals 53
Personality Determinants and Development 54
Important Personality Traits 55
Value Differences Among Individuals 57
Sources and Types of Values 57
Patterns and Trends in Values 58
Contents ix
Attitude Differences Among Individuals 59
Components of Attitudes 59
Attitudes and Behavior 60
Attitudes and Cognitive Dissonance 60
Perceptual Differences Among Individuals 61
Common Perceptual Distortions 61
Attribution Theory 62
Individual Differences and Workplace Diversity Strategies 63
In Summary 64
CHAPTER 5 MOTIVATION AND REWARDS 67
Content and Process Theories 68
Maslow's Hierarchy of Needs Theory 68
Alderfer's ERG Theory 70
McClelland's Acquired Needs Theory 70
Three Types of Acquired Needs 70
Herzberg's Two-Factor Theory 71
Satisfiers or Motivator Factors 72
Dissatisfiers or Hygiene Factors 72
Research and Practical Implications 73
Equity Theory 73
Resolving Felt Inequities 73
Managing the Equity Dynamic 74
Expectancy Theory 75
The Theory 75
Multiplier Effects and Multiple Outcomes 76
An Integrated Model of Motivation 77
In Summary 79
CHAPTER Q REINFORCEMENT, PAY PRACTICES, AND SELF-MANAGEMENT 81
Learning 82
Classical Conditioning 82
Operant Conditioning 83
Cognitive Learning 83
Social Learning 83
Reinforcement 84
Positive Reinforcement 85
Negative Reinforcement (Avoidance) 85
Punishment 86
Extinction 87
x Contents
Social Learning Theory and Behavioral Self-Management 87
Managing Pay as an Extrinsic Reward 87
Multiple Meanings of Pay 88
Merit Pay 88
Creative Pay Practices 90
In Summary 91 chapter 7 JOB DESIGN, GOAL SETTING, AND PERFORMANCE
APPRAISAL 94
Job Design Approaches 96
Job Simplification 96
Job Enlargement and Job Rotation 96
Job Enrichment 97
A Diagnostic Approach to Job Enrichment 97
Individual Difference Moderators 98
Alternative Work Arrangements 99
The Compressed Workweek 99
Flexible Working Hours 100
Job Sharing 101
Part-Time Work 101
Telecommuting 101
Goal-Setting Theory 102
Goal-Setting and MBO 103
Performance Appraisal: Process and Purpose 104
Measurement Errors in Performance Appraisal 105
Halo Errors 105
Leniency/Strictness Errors 106
Central Tendency Errors 106
Recency Errors 106
Personal Bias Errors 106
Performance Appraisal Methods 106
Ranking 106
Paired Comparison 107
Forced Distribution 107
Graphic Rating Scales 107
Critical Incident Diary 108
Behaviorally Anchored Rating Scales (BARS) 108
In Summary 108
Contents xi
PART III
GROUPS IN ORGANIZATIONS
CHAPTER 8 GROUPS AND WORK TEAMS 111
Types of Groups in Organizations 112
Formal Groups 112
Work Teams 113
Informal Groups 113
How Groups Help Organizations 113
Groups and Task Performance 114
Groups and Individual Development 115
Foundations of Group Effectiveness 116
Groups as Open Systems 116
Understanding Group Inputs 117
Understanding Group Throughputs 118
Employee Involvement Groups 119
Self-Managing Work Teams 120
How Self-Managing Teams Work 121
Questions and Answers on Self-Managing Teams 122
Teamwork and Team Building for Group Effectiveness 123
In Summary 124
CHAPTER 9 GROUP AND INTERGROUP DYNAMICS 127
Stages of Group Development 128
Forming Stage 128
Storming Stage 129
Norming Stage 129
Performing Stage 129
Adjourning Stage 130
Group Norms and Cohesiveness 130
Types of Group Norms 130
Building Positive Group Norms 132
Group Cohesiveness 133
How to Influence Group Cohesiveness 134
Task and Maintenance Needs of Groups 134
Group Task Activities 134
Group Maintenance Activities 135
Disruptive Activities in Groups 135
xii Contents
Communication in Groups 135
Decision Making in Groups 137
How Groups Make Decisions 137
Assets and Liabilities of Group Decision Making 138
Groupthink 139
Intergroup Dynamics 140
In Summary 141
PART IV
PROCESSES IN ORGANIZATIONS
CHAPTER JO POWER AND POLITICS 144
Power 145
Position Power 145
Personal Power 146
The Milgram Experiments: Power, Formal Authority, and Obedience 147
Obedience and the Acceptance of Authority 147
Obedience and the Zone of Indifference 148
Managerial Perspectives on Power and Influence 148
Acquiring Managerial Power 149
Turning Power into Influence 150
Empowerment 151
The Power Keys to Empowerment 151
Organizational Politics 152
The Two Traditions of Organizational Politics 152
The Double-Edged Sword of Organizational Politics 153
Self-Protection as Organizational Politics 153
Political Action in Organizations 154
Political Action and the Chief Executive 155
The Ethics of Power and Politics 156
In Summary 157
CHAPTER 11 LEADERSHIP 159
Trait and Behavioral Theories 160
Great Man/Trait Theory 161
Behavioral Theories 161
Reward and Punishment Theory 162
Contents xiii
Situational Contingency Theories of Leadership 164
Fiedler's Leadership Contingency Theory 164
House's Path-Goal Theory of Leadership 165
Hersey and Blanchard's Situational Leadership Theory 167
Substitutes for Leadership 168
Attribution Theory and the New Leadership 169
Charismatic Approaches 171
Transactional and Transformational Approaches 171
In Summary 174
CHAPTER 12 COMMUNICATION AND DECISION MAKING 176
The Communication Process 177
The Intended Communication 177
The Received Communication 178
Nonverbal Communication 178
Effective and Efficient Communication 178
Communication Channels 179
Formal Channels 179
Informal Channels 179
Quasiformal Channels 180
Barriers to Interpersonal Communication 180
Active Listening 182
Giving Feedback 182
Communication of Roles 183
Role Ambiguity 183
Role Conflict 184
Decision Making in Organizations 184
Decision Environments of Managers 185
Types of Decisions Made by Managers 185
Approaches to Decision Making 186
Intuition, Judgment, and Escalation of Commitment 187
Judgmental Heuristics 188
Escalating Commitment 189
Creativity 190
Deciding to Decide 190
Problem Selection 191
Involvement Strategy 191
Managing Participation in Decision Making 192
Organizational Learning 194
xiv Contents
Knowledge Acquisition 194
Information Distribution 195
Information Interpretation 196
Organizational Retention 197
Organizational Learning Cycles 198
Deficit Cycles 198
Benefit Cycles 199
In Summary 199
CHAPTER 13 CONFLICT AND NEGOTIATION 202
Conflict 203
What Is Conflict? 203
Conflict Management 205
Indirect Conflict Management Approaches 205
Direct Conflict Management Approaches 206
Negotiation 208
Different Approaches to Negotiation 210
Distributive Negotiation 210
Integrative Negotiation 211
Managerial Issues in Negotiation 211
Negotiation Pitfalls 212
Communication and Negotiation 213
Ethical Aspects of Negotiation 213
In Summary 214
PARTV
ORGANIZATIONS
CHAPTER 14 ORGANIZATIONAL GOALS AND STRUCTURES 216
Organizational Goals 217
Societal Contributions of Organizations 217
Systems Goals and Organizational Survival 219
Formal Structures and the Division of Labor 220
Vertical Specialization 220
Chain of Command and the Span of Control 222
Line and Staff Units 222
Managerial Techniques 224
Contents xv
Control 224
Output Controls 225
Process Controls 225
Allocating Formal Authority 227
Centralization and Decentralization 228
Horizontal Specialization 228
Departmentation by Function 228
Departmentation by Division 229
Departmentation by Matrix 230
Mixed Forms of Departmentation 231
Coordination 231
Personal Methods of Coordination 231
Impersonal Methods of Coordination 232
In Summary 233
CHAPTER 15 ORGANIZATIONAL DESIGN 235
Scale and Organizational Design 236
The Simple Design 237
The Bureaucracy 237
The Conglomerate 240
Technology and Organizational Design 241
Technology 241
Where Technology Dominates: The Adhocracy 242
Environment and Organizational Design 243
The General and Specific Environments 243
Environmental Complexity 244
Hybrid Designs: Balancing Technological and Environmental Demands 245
Bureaucratic Adjustments 246
Strategic Alliances 246
Strategy and Organizational Design 247
Generic Strategies 248
Matching Generic Strategy and Organizational Design 248
Competency-Based Strategies 249
In Summary 250
CHAPTER 16 ORGANIZATIONAL CULTURE 252
The Concept of Organizational Culture 253
Levels of Cultural Analysis 254
xvi Contents
Subcultures and Countercultures 255
Imported Subcultures and Cultural Diversity 255
The Functions of Organizational Culture for Its Members 257
External Adaptation 257
Internal Integration 258
Bringing Executives and Employees Together 259
Observable Aspects of Organizational Culture 259
Stories, Rites, Rituals and Symbols 260
Shared Meanings 261
Cultural Rules and Roles 261
Values and Organizational Culture 261
Linking Actions and Values 262
Common Assumptions and Organizational Culture 263
Common Assumptions and Management Philosophy 263
Common Assumptions and National Culture 263
Managing Organizational Culture: Building, Reinforcing, and Changing Culture 264
Ethics and Organizational Culture 266
In Summary 267
CHAPTER 17 ORGANIZATIONAL CHANGE AND DEVELOPMENT 269
The Nature of Organizational Change 270
Organizational Targets for Change 270
Phases of Planned Change 271
Planned Change Strategies 272
Force-Coercion and Planned Change 272
Rational Persuasion and Planned Change 273
Shared Power and Planned Change 273
Resistance to Change 273
Why People Resist Change 274
How to Deal with Resistance to Change 274
The Dynamics of Stress 275
Stress and Performance 276
Sources of Stress 276
Effective Stress Management 276
Organization Development 278
Goals of Organization Development 278
The Process of Organization Development 279
Organization Development Interventions 280
Organizationwide Interventions 280
Contents xvii
Group and Intergroup Interventions 281
Individual Interventions 281
Organization Development and Career Planning 282
In Summary 284
Notes 287
Glossary 305
Suggested Readings 317
Index 321 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Schermerhorn, John R. Hunt, James G. Osborn, Richard |
| author_facet | Schermerhorn, John R. Hunt, James G. Osborn, Richard |
| author_role | aut aut aut |
| author_sort | Schermerhorn, John R. |
| author_variant | j r s jr jrs j g h jg jgh r o ro |
| building | Verbundindex |
| bvnumber | BV023543334 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7.S338 1995 |
| callnumber-search | HD58.7.S338 1995 |
| callnumber-sort | HD 258.7 S338 41995 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 342 |
| ctrlnum | (OCoLC)832231715 (DE-599)BVBBV023543334 |
| dewey-full | 65820 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 20 |
| dewey-search | 658 20 |
| dewey-sort | 3658 220 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV023543334 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:36:51Z |
| indexdate | 2024-07-09T21:24:15Z |
| institution | BVB |
| isbn | 0471107689 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016860276 |
| oclc_num | 832231715 |
| open_access_boolean | |
| owner | DE-521 |
| owner_facet | DE-521 |
| physical | XVII, 333 S. graph. Darst. |
| publishDate | 1995 |
| publishDateSearch | 1995 |
| publishDateSort | 1995 |
| publisher | Wiley |
| record_format | marc |
| spelling | Schermerhorn, John R. Verfasser aut Basic organizational behavior John R. Schermerhorn ; James G. Hunt ; Richard N. Osborn New York <<[u.a.]>> Wiley 1995 XVII, 333 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Management Hunt, James G. Verfasser aut Osborn, Richard Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016860276&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Schermerhorn, John R. Hunt, James G. Osborn, Richard Basic organizational behavior Organizational behavior Management |
| title | Basic organizational behavior |
| title_auth | Basic organizational behavior |
| title_exact_search | Basic organizational behavior |
| title_exact_search_txtP | Basic organizational behavior |
| title_full | Basic organizational behavior John R. Schermerhorn ; James G. Hunt ; Richard N. Osborn |
| title_fullStr | Basic organizational behavior John R. Schermerhorn ; James G. Hunt ; Richard N. Osborn |
| title_full_unstemmed | Basic organizational behavior John R. Schermerhorn ; James G. Hunt ; Richard N. Osborn |
| title_short | Basic organizational behavior |
| title_sort | basic organizational behavior |
| topic | Organizational behavior Management |
| topic_facet | Organizational behavior Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016860276&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT schermerhornjohnr basicorganizationalbehavior AT huntjamesg basicorganizationalbehavior AT osbornrichard basicorganizationalbehavior |