管理系列

書籍目錄

BRIEFCONTENTS
CHAPTER l Introduction to Organizational Behavior
PART l: INDlVlDUAL PROCESSES
CHAPTER 2 Personality and Attitudes
CHAPTER 3 Perception and Attribution
CHAPTER 4 Learning and Reinforcement
CHAPTER 5 Motivation in the Work Setting
CHAPTER 6 Motivating Performance: Goal Setting and Reward Systems
CHAPTER 7 WorkStress
CHAPTER ll: GROUPAND iNTERPERSONAL PROCESSES
CHAPTER 8 Group and Team Behavior
CHAPTER 9 Power and Political Behavior
CHAPTER10 Leadership: Foundations
CHAPTER l l Leadership: Contemporary Developments
CHAPTER l 2 Conflict and Negotiation
CHAPTER l 3 interpersonal Communication
PART lll: ORGANlZATlONAL PROCESSES
CHAPTER14 Decision Making in Organizations
CHAPTER l 5 Job Design
CHAPTER16 Organization Design
CHAPTER 17 Organizational Culture
CHAPTER18 Organizational Change
Appendix: Tools and Techniques for Studying Organizational Behavior
Integrating Cases
Author Index
Subject and Organizational Index
Internet Organization Index
CHAPTER l Introduction to Organizational Behavior
PREVlEW CASE: Andrea Cunningham
The Many Aspects of Diversity
DlVERSlTY IN PRACTlCE: Ceneral Eleclri's Boundaryless Behavior
ACROSS CULTURES: Avon's Clobal Dwersity
Additional Organizational issues
QUALlTY iN PRACTlCE: Ritz.-Carlton Hotel Company
TECHNOLOGY IN PRACTlCE: Banc One's Special Inlranel
ETHlCS IN PRACTlCE: Cummins Clobal Elhics
Core Competencies and Their Corresponding Skills
MANAGlNG IN PRACTlCE: Ford's CompetencyBased Recruitment Program
Organizational Behavior Framework
Developing Competencies
Self-lnsight: Attitudes Toward Diversity
Organizational Insight: Executive Dining?
PART l: INDlVlDUAL PROCESSES
CHAPTER 2 Personality and Attitudes
PREVlEW CASE: individual Differences m Reactions
Concept of Personality
Sources of Personality Differences
DlVERSlTY IN PRACTlCE: Cenerational Tension in the Office
Personality Structure
Personality and Behavior
MANAGlNG IN PRACTlCE: Personality and Teams at Heu'lett-Packard
Concept of Attitudes
Attitudes and Behavior
lob Satisfaction
ACROSS CULTURES: A Comparison oflapanese and U. S. Work Atlitudes
Organizational Commitment
QUALlTY IN PRACTlCE: Building Commitment at Merck
Individual Differences and Ethical Behavior
ETHICS IN PRACTICE: Who's Your Phone Company-I Don't Care
Developing Competencies
Self-Insight: Assessing the Big Five
Organizational Insight: Earning Loyalty at A. C. Edwards
CHAPTER 3 Perception and Attribution
PREVIEW CASE: The fob Training Opportunity
The Perceptual Process
ACROSS CULTURES: British Budweise Ads Rankle American Indians
Perpetual Selection
ACROSS CULTURES: Time Perception
Perceptual Organization
MANAGING IN PRACTICE: Office Design, Layout and Deco -What Do They Tell
You?
Person Perception
Perceptual Errors
Managing in Practice .
DIVERSITY IN PRACTICE: Workplace Stereotype
Attributions: Perceiving the Causes of Behavior
MANAGING IN PRACTICE: Searchingfo Cause of lob Applicant Behavio
Developing Competencies
Self-lnsight: Measuring Perceptions ofWomen as Managers
Organizational Insight: Fudge the Numbers or Leave
CHAPTER 4 Learning and Reinforcement
PREVIEW CASE: Viking Freight
Types of Learning
MANAGING IN PRACTICE: Empowerment-The Saturn Way
ACROSS CULTURES: PepsiCo's Designate Proyam
Contingencies of Reinforcement
Positive Reinforcement
QUALITY IN PRACTICE: Prudential Makes Wellness Work
DIVERSITY IN PRACTICE: Seattle Times
MANAGING IN PRACTICE: Discipline Without Punishment
Schedules ofReinforcement
ETHICS IN PRACTICE: Working at Sear
Rehavioral Modification
Developing Competencies
Self-lnsight: What's Your Self-Efficacy?
Organizational Insight: This is Going to Cost Me My lob
CHAPTER 5 Motivation in the Work Setting
PREVlEW CASE: High-Performance Managemenl at UPS
The Basic Motivational Process
Content Models ofMotivation
ACROSS CULTURES: Motivating Czech Employees
DlVERSlTY IN PRACTlCE: Petty's Diversity Proyam
MANAGlNG IN PRACTlCE: Mirage Hotel Bets and Win
Process Models of Motivation
QUALlTY IN PRACTlCE: Working at Home Depoi
ETHlCS IN PRACTlCE: To Steal o Not: That' the Question
Developing Competencies
Self-lnsight: What Do You Want From Your lob?
Organizational Insight: Working at Nordstrom
CHAPTER 6 Motivating Performance: Goal Setting and Reward Systems
PREVlEW CASE: Papa lohn's Pizza
Fundamentals ofGoal Setting
QUALlTY iN PRACTlCE: Service at the Ritz-Carlton Hotel
Goal Setting and Performance
MANAGlNG iN PRACTlCE: Steve Forbe
Management by Objectives
ETHlCS IN PRACTlCE: Misread Pap Tesls
DlVERSlTY IN PRACTlCE: Beyond Good Faith
Reward Systems for Enhancing Performance
MANAGlNG IN PRACTlCE: Tying Pay to Performance-A Mixed Bag
ACROSS CUlTURES: Ceneral Electri Appliance
Developing Competencies
Self-lnsight: Goal-Setting Questionnaire
Organizational Insight: Ceneral Stair Corporation
CHAPTER 7 Work Stress
PREVlEW CASE: So Much to Do, So Little Time l 98
Nature ofStress
Sources ofStress
ACROSS CULTURES: Siesia Sunsel
ETHlCS IN PRACTlCE: Sexual Harassment Charges at Mitsubishi
DlVERSlTY IN PRACTlCE: The Complex Dance of the Dual-Caree Coufile
Effects of Stress
MANAGlNG IN PRACTlCE: "lust Enough but Not Too Much"
DlVERSlTY IN PRACTlCE: The "New-Collar" Workers
Personality and Stress
Stress Management
QUALlTY IN PRACTlCE: Tenneco's Wellness Progmm
Developing Competencies
Self-lnsight: Strategies for Copingwith Stress
Organizational insight: Stress Management at Metropolitan Hospital
PART ll: GROUPAND iNTERPERSONAL PROCESSES
CHAPTER 8 Group and Team Behavior
PREVlEW CASE: Macy's New Team System
individual-Team Relations
MANAGlNG iN PRACTlCE: individual and Team Pay
Varieties ofTeams and Groups
QUALlTY iN PRACTlCE: HoneyweWs Self-Managed Team
Influences on Teams and Croups
TECHNOLOGY IN PRACTlCE: Surfacing Options
DlVERSlTY IN PRACTlCE: Standard Molor Products Reduces Barriers
ETHlCS IN PRACTlCE: Texas Instrument's Ethics ofDiversity
Team Decision Making
ACROSS CULTURES: General Motors Work Teams in Mexico
Stimulating Team Creativity
TECHNOLOGY IN PRACTlCE: Brainstorming al North American Life and
Casualty
Developing Competencies
Team Insight: Assessing Team Diversity
Organizational Insight: Great Majestic Company
CHAPTER 9 Power and Political Behavior
PREVlEW CASE: Craziano's Last Stand
Power
MANAGlNG IN PRACTlCE: The King is Dead
Interpersonal Sources of Power
Structural Sources of Power 276
ACROSS CULTURES: Power m Chinese and British Organiiations
MANAGlNG IN PRACTlCE: Using Networks to Build Supporl
DlVERSlTY IN PRACTlCE: Bilmgual Employees Acquire Power
The Effective Llse of Power
Political Behavior
QUAllTY IN PRACTlCE: The Politics of Innovation
ETHlCS IN PRACTlCE: The Politics of Emplovee Appraisal
Personality and Political Behavior
Developing Competencies
Team Insight: How Much Power Do You Have in Your Croup?
Organizational Insight: The NASA Moonlander Monitor
CHAPTER l 0 Leadership: Foundations
PREVlEW CASE: Stirring It Up at Campbell Soup
Keys to Effective Leadership
ACROSS CULTURES: Crooming Global Leaders,
Traditional Leadership Models
MANAGlNG IN PRACTlCE: A Tale ofTwo Leaders
Contingency Models
ACROSS CULTURES: Ricardo Semler
ETHlCS IN PRACTlCE: William Agee
QUALlTY IN PRACTlCE: Bemard Walsh
DlVERSlTY IN PRACTlCE: Brooke McCurdy
Developing Competencies
Self-lnsight: What's Your Leadership Style?
Organizational Insight: Herb Kelleher Is No Ordinary Leader at Southwest
Airlines
CHAPTER l l Leadership: Contemporary Developments
PREVlEW CASE: Orit Gadiesh
The Attribution Model
ETHlCS IN PRACTlCE: You Make the Decision
Visionary Leaders
ACROSS CULTURES: Lars Kolind
QUALlTY IN PRACTlCE: Richard Rosenberg
DlVERSlTY IN PRACTlCE: Emily Morgan
The Seven Habits of Highly Effective People
MANAGING IN PRACTICE: Ofelia Gonzales
Does Leadership Matter?
Developing Competencies
Self-lnsight: Are You a Tranformational Leader?
Organizational Insight: Malden Mills
CHOTER 12 Conflict and Negotiation
PREVIEW CASE: Charlie Olcott
Conflict Management
QUALITY IN PRACTICE: Motorola's Dilemma with Retailers
Levels of Conflict
TECHNOLOGY IN PRACTICE: David Kessler at the FDA
DIVERSITY IN PRACTICE: Women and Men in the Workplace
Conflict Handling Styles
ETHICS IN PRACTICE: Whistle-Blowers As Object of the Forcing Style
Negotiation in Conflict Management
MANAGING IN PRACTICE: Umon-Management Negotiations
ACROSS CULTURES: Business Negotiation in Mexico
Developing Competencies
Self-Insight: Conflict Hanaimg styies
Organizational Insight: The Reluctant Loan Officer
CHAPTER 13 Interpersonal Communication
PREVIEW CASE: New Employee Encounters
Essentials oflnterpersonal Communication
DIVERSITY IN PRACTICE: Communicating Biase
ACROSS CULTURES: Business Communication with Arabs
Interpersonat Networks
TECHNOLOGY IN PRACTICE: SM's Video Conferencing
Fostering Dialogue
ETHICS IN PRACTICE: Individual Privacy Versus Openness
QUALITY IN PRACTICE: Pilhbury's Special Listening System
Nonverbal Communication
Developing Competendes
Self-Insight: Individual Communication Practices
Organizational Insight: The Irate Customer
PART lll: ORGANlZATlONAL PROCESSES
CHAPTER14 Decision Making in Organizations
PREVlEWCASE:Decisions!?!
Key Ethical Issues
DlVERSlTY IN PRACTlCE: Controversy Over Donnelley's Initiatives
ETHlCS IN PRACTlCE: Consult the PsYcholoyst?
Decision-Making Models
TECHNOLOGY IN PRACTlCE: HR Technologf at McCormick & Company
ACROSS CULTURES: Political Model in French Organizations
Phases of Managerial Dedsion Making
Stimulating Creativity
QUALlTY IN PRACTlCE: Creativity at Hallmark
Developing Competencies
Self-lnsight: Individual Ethics Profile
Team Insight: Olson Medical Systems
CHAPTERl5 JobDesign
PREVlEW CASE: Pillars ofJob Design at the Fed
Introduction to Job Design
TECHNOLOGY IN PRACTlCE: U. S. Postal Service Pursues High Tech
Common Job Design Approaches
MANAGlNG IN PRACTlCE: Makmg Godfather's Pizza
DlVERSlTY IN PRACTlCE: The Brian Capshaw Story
Technology and lob Design
QUALlTY IN PRACTlCE: Metz Baking Company
Job Characteristics Enrichment Model
ETHlCS IN PRACTlCE: GM's New Ethics Policy
Sociotechnical Systems Model
ACROSS CULTURES: Volvo's Uddevalla Versus NUMMi
Developing Competendes
Team Insight: lob ofService Representative
Organizational Insight: McGuire Industry
CHAPTER16 Organization Design
PREVlEW CASE: Corning, Inc.
Key Factors in Organization Design
TECHNOLOGY IN PRACTlCE: US West
QUALlTY IN PRACTlCE: Ford Reengineers Its Accounts Payable Process 5
Mechanistic and Organic Systems
ETHlCS IN PRACTlCE: Whistle-Blowing al Darling Internalional
Functional Design
Place Design
Product Design
MANAGlNG IN PRACTlCE: lohnson & lohnson's Multidivisional Design
Integration of Units
Multinational Design
ACROSS CULTURES: Black & Decker's Worldwide Design
Network Design
MANAGlNG IN PRACTlCE: Eastman Chemical's Network Design
ACROSS CULTURES: Procter & Gamble's New Network Design
Developing Competencies
Self-lnsight: Inventory of Effective Design
Organizational Insight: Asea-Brown-Boveri
CHAPTER l 7 Organizational Culture
PREVlEW CASE: "The Firm"
Types ofOrganizational Culture
Dynamics of Organizational Culture
ACROSS CULTURES: National Cultural Values and Organizatwns
Performance and Organizational Culture
QUALlTY IN PRACTlCE: Gilletle's Total Quality Culture
Ethical Behavior and Organizational Culture
ETHlCS IN PRACTlCE: Bath Iron Wroks Enforces Ethics
Managing Cultural Diversity
DlVERSlTY IN PRACTlCE: Diversity at Marriott International
Organizational Socialization
MANAGlNG IN PRACTlCE: Herb Kelleher and Southwest Airlines
Developing Competencies
Self-lnsight: Assessing Ethical Culture
Organizational Insight: Cultural Change at Texaco
CHPTER l 8 Organizational Change
PREVlEW CASE: A Grim Fairy Tale
The Challenge of Change
ACROSS CULTURES: 12.OOO World Managers View Change
QUALlTY IN PRACTlCE: The Chairman's Rice Pudding
Resistance to Change
MANAGlNG IN PRACTlCE: Resistance to Change at faguar
Organization Development
Change Management
ECHNOLOGY IN PRACTlCE: The Technology Challenge
MANAGlNG IN PRACTlCE: Dumbsizing
Ethical Issues in Organizational Change
ETHlCS IN PRACTlCE: LayoffEthics
Developing Competencies
Self-lnsight: Measuring Support for Change
Organizational Insight: Planned Change at the Piedmont Corporation
APPENDIx Tools and Techniques for Studying Organizational Behavior
Integrating Cases
Author Index
Subject and Organizational Index
Internet Organization Index

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