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内容简介
第1部分 导论
第1章 什么是组织行为学
Chapter 1 What Is Organizational Behavior?
PART ONE·INTRODUCTION
Chapter 1 What is Organizational Behavior?
PART ONE·INTRODUCTION
What Managers Do
Management Functions
Management Roles
Management Skills
Effective vs．Successful Managerial Activties
A Review of the Manager s Job
Enter Organizational Behavior
Replacing Intuition with Systematic Study
Psychology
Contributing Disciplines to the OB Field
Myth or Science? Preconceived Notions vs．Substantive Evidence
Social Psychology
Anthropology
Sociology
Political Science
There Are Few Absolutes in OB
Challenges and Opportunities for OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Improving People Skills
Empowering People
Coping with Temporariness
OB in the News Matsushita s New Temp Workers
Improving Ethical Behavior
Stimulating Innovation and Change
Coming Attractions:Developing an OB Model
An Overview
The Dependent Variables
The Independent Variables
Toward a Contingency OB Model
Summary and Implications for Managers
POINT/COUNTERPOINT:Successful Organizations Put People First
TEAM EXERCISE:Workforce Diversity
QUESTIONS FOR CRITICAL THINKING
QUESTIONS FOR REVIEW
CASE INCIDENT:Thanks for 24 Years of Service,Now Here s the Door!
INTERNET SEARCH EXERCISES
REAL OB Diversity-Jim Sierk,Allied Signal
INTEGRATIVE VIDEO CASE,PART ONE,INTRODUCTION-STARBUCKS AS THE FRONT PORCH
第2章 个体行为的基础
第2部分 个体
Chapter 2 Foundations of Individual Behavior
PART TWO·THE INDIVIDUAL
PART TWO·THE INDIVIDUAL
Chapter 2 Foundations of Individual Behavior
Biographical Characteristics
Age
Gender
Ability
Tenure
Martial Status
Intellectual Abilities
Physical Abilities
The Ability-Job Fit
Learning
A Definition of Learning
Theories of Learning
Shaping A Managerial Tool
Myth or Science? You Can t Teach an Old Dog New Tricks!
Some Specific Organizational Applications
OB in the News:OB Mod at Turner Bros．Trucking
From Concepts to Skills:Effective Discipline Skills
Summary and Implications for Managers
Biographical Characteristics
Ability
Learning
POINT/COUNTERPOINT:Individual Differences Explain Organizational Behavior
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Positive and Negative Reinforcement
INTERNET SEARCH EXERCISES
CASE INCIDENT:Predicting Performance
第3章 价值观、态度和工作满意度
Chapter 3 Values,Attitudes,and Job Satisfaction
Chapter 3 Values,Attitudes,and Job Satisfaction
Importance of Values
Values
Types of Values
Values,Loyalty,and Ethical Behavior
Values Across Cultures
Attitudes
Types of Attitudes
Attitudes and Consistency
OB in the News:Attitudes Around the World
Cognitive Dissonance Theory
Measuring the A-B Relationship
An Application:Attitude Surveys
Attitudes and Workforce Diversity
From Concepts to Skills:Changing Attitudes
Job Satisfaction
Measuring Job Satisfaction
Myth or Science? Happy Workers Are Productive Workers
The Effect of Job Satisfaction on Employee Performance
How Employees Can Express Dissatisfaction
Job Satisfaction and OCB
Summary and Implications for Managers
POINT/COUNTERPOINT:Managers Can Create Satisfied Employees
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Assessing Work Attitudes
INTERNET SEARCH EXERCISES
CASE INCIDENT:Will Voivo s Perks Give Ford Sticker Shock?
VIDEO CASE:Madison Park Greeting Cord Company
Chapter 4 Personality and Emotions
第4章 个性与情绪
Chapter 4 Personality and Emotions
Personality
Personality Determinants
What is Personality?
Personality Traits
Major Personality Attributes Influencing OB
Personality and National Culture
Myth or Science? Deep Down,People Are All Alike
Achieving Personality Fit
Emotions
Felt Versus Displayed Emotions
What Are Emotions?
Emotion Dimensions
Can People Be Emotionless?
Gender and Emotions
From Concepts to Skills:Reading Emotions
External Constraints on Emotions
OB Applications
OB in the News:Hiring for Emotional Intelligence at the Men s Wearhouse
Summary and Implications for Managers
Personality
Emotions
POINT/COUNTERPOINT:Traits Are Powerful Predictors of Behavior
INTERNET SEARCH EXERCISES
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE: What Is a Team Personality
CASE INCIDENT:Using the Predictive Index
第5章 知觉与个体决策
Real OB Emotions and Personality-Geoff Gilpin,GTE
Chapter 5 Perception and Individual Decision Making
Chapter 5 Perception and Individual Decision Making
What Is Perception,and Why Is It Important?
Factors Influencing Perception
The Perceiver
The Target
The Situation
Person Perception:Making Judgments About Others
Attribution Theory
Frequently Used Shortcuts in Judging Others
Specific Applications in Organizations
The Link Between Perception and Individual Decision Making
How Should Decisions Be Made?
The Rational Decision-Making Process
Improving Creativity in Decision Making
How Are Decisions Actually Made in Organizations?
Bounded Rationality
Intuition
OB in the News:W．Brian Arthur Speaks Out on Intuition
Problem Identification
Alternative Development
Making Choices
Individual Differences:Decision-Making Styles
Organizational Constraints
Cultural Differences
What About Ethics in Decision Making?
Three Ethical Decision Criteria
Myth or Science? Ethical People Don t Do Unethical Things
Ethics and National Culture
Summary and Implications for Managers
Perception
Individual Decision Making
POINT/COUNTERPOINT:When Hiring Employees:Emphasize the Positive
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Biases in Decision Making
QUESTIONS FOR REVIEW
ETHICAL DILEMMA:Five Ethical Decisions:What Would You Do?
INTERNET SEARCH EXERCISES
CASE INCIDENT:Good Decisions That Went Bad?
VIDEO CASE:The Fluker Cricket Farm
第6章 基本激励概念
Chapter 6 Basic Motivation Concepts
Chapter 6 Basic Motivation Concepts
What Is Motivation?
Early Theories of Motivation
Hierarchy of Needs Theory
Theory X and Theory Y
Myth or Science? People Are Inherently Lazy
Two-Factor Theory
Contemporary Theories of Motivation
ERG Theory
McClelland s Theory of Needs
Cognitive Evaluation Theory
Goal-Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory
Don t Forget Ability and Opportunity
Integrating Contemporary Theories of Motivation
Caveat Emptor:Motivation Theories Are Culture Bound
Summary and Implications for Managers
POINT/COUNTERPOINT:Money Motivates!
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:What Do People Want from Their Jobs?
INTERNET SEARCH EXERCISES
CASE INCIDENT:Mativation(or Punishment) at Click Interactive Inc．
VIDEO CASE:Harbor Marine Corporation
REAL OB Motivation-Jim Sierk,Allied Signal
第7章 激励：从概念到应用
Chapter 7 Motivation:From Concept to Applications
Chapter 7 Motivation:From Concept to Applications
What Is MBO?
Management by Objectives
Linking MBO and Goal-Setting Theory
MBO in Practice
Employee Recognition Programs
What Are Employee Recognition Programs!
Linking Recognition Programs and Reiforcement Theory
Employee Recognition Programs in Practice
What Is Employee Involvement?
Employee Involvement Programs
Examples of Employee Involvement Programs
Linking Employee Involvement Programs and Motivation Theories
Employee Involvement Programs in Practice
Variable Pay Programs
What Are Variable-Pay Programs?
Variable-Pay Programs in Practice
Linking Variable-Pay Programs and Expectancy Theory
Skill-Based Pay Plans
OB in the News:Linking Executive Pay to Satisfaction at UAL
What Are Skill-Based Pay Plans?
Linking Skill-Based Pay Plans to Motivation Theories
Skill-Based Pay in Practice
Flexible Benefits
What Are Flexible Benefits?
Linking Flexible Benefits and Expectancy Theory
Special Issues in Motivation
Flexible Benefits in Practice
Motivating Professionals
Motivating Contingent Workers
Motivating the Diversified Workforce
Motivating Low-Skilled Service Workers
Motivating People Doing Highly Repetitive Tasks
Summary and Implications for Managers
POINT/COUNTERPOINT:The Power of Stock Options as a Motivator
TEAM EXERCISE:Goal-Setting Task
QUESTIONS FOR CRITICAL THINKING
QUESTIONS FOR REVIEW
ETHICAL DILEMMA:Are American CEOs Paid Too Much?
INTERNET SEARCH EXERCISES
CASE INCIDENT:The Memo
REAL OB Employee and Reward Recognition Programs-James Fripp,Taco Bell
INTEGRATIVE VIDEO CASE,PART TWO,THE INDIVIDUAL-BEING THE BEST AT DOC MARTENS:MOTIVATION AND VALUES AT A COMPANY WITH A ATTITUDE
PART THREE·THE GROUP
第3部分 群体
第8章 群体行为的基础
Chapter 8 Foundations of Group Behavior
PART THREE·THE GROUP
Chapter 8 Foundations of Group Behavior
Defining and Classifying Groups
Stages of Group Development
The Five-Stage Model
An Alternative Model:For Temporary Groups with Deadlines
Sociometry:Analyzing Group Interaction
OB in the News:Using Sociometry to Help Build Submarines
Toward Explaining Work Group Behavior
External Conditions Imposed on the Group
Group Member Resources
Personality Characteristics
Group Structure
Knowledge,Skills,and Abilities
Formal Leadership
Roles
Norms
Status
Size
Composition
Cohesiveness
Group Processes
Group Tasks
Group Decision Making
Groups vs．the Individual
Myth or Science? Two Heads Are Better Than One
Groupthink and Groupshift
Group Decision-Making Techniques
Summary and Implications for Managers
Performance
Satisfaction
POINT/COUNTERPOINT:All Jobs Should Be Designed Around Groups
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Assessing Occupational Status
CASE INCIDENT:The Law Offices of Dickinson,Stilwell,and Gardner(DSG)
INTERNET SEARCH EXERCISES
VIDEO CASE:All Brand Appliance
Chapter 9 Understanding Work Teams
第9章 理解工作团队
Chapter 9 Understanding Work Teams
Why Have Teams Become So Popular?
Teams vs．Groups:What s the Difference?
Types of Teams
Problem-Solving Teams
Self-Managed Work Teams
Cross-Functional Teams
Virtual Teams
OB in the News:Virtual Teams at VeriFone
Beware!Teams Aren t Always the Answer
Creating Effective Teams
Work Design
Composition
Context
Process
The Challenge
Turning Individuals into Team Players
Shaping Team Players
Contemporary Issues in Managing Teams
Teams and Total Quality Management
Teams and Workforce Diversity
Reinvigorating Mature Teams
Summary and Implications for Managers
POINT/COUNTERPOINT:Teams Benefit Both Employees and the Organization
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Building Effective Work Teams
INTERNET SEARCH EXERCISES
CASE INCIDENT:Tape Resources,Inc
VIDEO CASE:Jim Morris Environmental Tee Shirt COmpany
REAL OB Teams and Groups-James Fripp,Taco Bell
第10章 沟通
Chapter 10 Communication
Chapter 10 Communication
Functions of Communications
The Communication Process
A Communication Model
Barriers to Effective Communication
Communication Apprehension
Myth or Science? It s Not What You Say,It s What You Do
Communication Fundamentals
Direction of Communication
Formal vs．Informal Networks
Nonverbal Communications
Choice of Communication Channel
Communication Barriers Between Women and Men
Current Issues in Communication
Politically Correct Communication
Cross-Cultural Communication
Electronic Communications
From Concepts to Skills:Improving Your Communication Skills
Summary and Implications for Managers
POINT/COUNTERPOINT:Open-Book Management Improves the Bottom Line
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:The Impact of Attentive Listening Skills
INTERNET SEARCH EXERCISES
CASE INCIDENT:Have We Got a Communication Problem Here?
VIDEO CASE:Community Insurance Company
REAL OB Communication-Barbara Whittaker,GM
Chapter 11 Leadership and Trust
第11章 领导与信任
Chapter 11 Leadership and Trust
What Is Leadership?
Trait Theories
Behavioral Theories
University of Michigan Studies
Ohio State Studies
The Managerial Grid
Scandiavian Studies
Summary of Behavioral Theories
Contingency Theories
Fiedler Model
Hersey and Blanchard s Situational Theory
Leader-Member Exchange Theory
Path-Goal Theory
Leader-Participation Model
Sometimes Leadership Is Irrelevant!
Neocharismatic Theories
Charismatic Leadership
Transformational Leadership
Visionary Leadership
Myth or Science? Men Make Better Leaders Than Women
Contemporary Issues in Leadership
Emotional Intelligence and Leadership
Team Leadership
Moral Leadership
Cross-Cultural Leadership
Trust and Leadership
What Is Trust?
Trust as the Foundation of Leadership
OB in the News:Pamela Barefoot and the Blue Crab Bay Co．
Three Types of Trust
From Concepts to Skills:How Do You Build Trust?
Summary and Imlications for Managers
POINT/COUNTERPOINT:The Perils of Leadership Training
QUESTIONS FOR CRITICAL THINKING
QUESTIONS FOR REVIEW
TEAM EXERCISE:Practicing to Be Charismatic
INTERNET SEARCH EXERCISES
CASE INCIDENT:Jack Hartnett at D．L Rogers Corp．
VIDEO CASE:Ironbound Supply Company
REAL OB Leadership-Jim Sierk,Allied Signal
Chapter 12 Power and Politics
第12章 权力与政治
Chapter 12 Power and Politics
A Definition of Power
Contrasting Leadership and Power
Bases of Power
Coercive Power
Reward Power
Legitimate Power
Expert Power
Referent Power
Dependency:The Key to Power
The General Dependency Postulate
What Creates Dependency?
Identifying Where the Power Is
Power Tactics
Power in Groups:Coalitions
Sexual Harassment:Unequal Power in the Workplace
Politics:Power in Action
Definition
The Reality of Politics
Myth or Science? It s Not What You Know,It s Who You Know
Factors Contributing to Political Behavior
From Concepts to Skills:Politicking
Impression Mnagement
Defensive Behaviors
The Ethics of Behaving Politically
Summary and Implications for Managers
POINT/COUNTERPOINT:Empowerment Improves Employee Productivity
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Understanding Power Dynamics
INTERNET SEARCH EXERCISES
CASE INCIDENT:Damned If You Do;Damned If You Don t
VIDEO CASE:Cloud 9
第13章 冲突与谈判
Chapter 13 Conflict and Negotiation
Chapter 13 Conflict and Negotiation
A Definition of Conflict
Transitions in Conflict Thought
The Traditional View
The Human Relations View
Stage 1:Potential Opposition or Incompatibility
The Conflict Process
Functional vs．Dysfunctional Conflict
The Interactionist View
Myth or Science? The Source of Most Conflicts Is Lack of Communication
Stage II:Cognition and Personalization
Stage III:Intentions
Stage IV:Behavior
Stage V:Outcomes
Negotiation
OB in the News:Behind the Labor Peace at Ford
Bargaining Strategies
The Negotiation Process
From Concepts to Skills:Negotiating
Issues in Negotiation
Summary and Implications for Managers
POINT/COUNTERPOINT:Conflict Benefits Organizations
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:A Negotiation Role Play
INTERNET SEARCH EXERCISES
CASE INCIDENT:Working at Thinklink
INTEGRATIVE VIDEO CASE,PART THREE,THE GROUP-A COACH FOR ALL SEASONS:EFFECTIVE GROUP BEHAVIOR CAN BE LEARNED
Chapter 14 Foundations of Organization Structure
Chapter 14 Foundations of Organization Structure
PART FOUR·THE ORGANIZATION SYSTEM
第4部分 组织系统
PART FOUR·THE ORGANIZATION SYSTEM
第14章 组织结构的基础
What Is Organizational Structure?
Work Specialization
Departmentalization
Chain of Command
Span of Control
Centralization and Decentralization
Formalization
From Concepts to Skills:Delegating Authority
Common Organizational Designs
The Simple Structure
The Bureaucracy
The Matrix Structure
New Design Options
The Team Structure
The Virtual Organization
The Boundaryless Organization
Why Do Structures Differ?
Strategy
Technology
Organization Size
Environment
Myth or Science? Bureaucracy Is Dead
Organiational Designs and Employee Behavior
Summary and Implications for Managers
POINT/COUNTERPOINT:The Case for Flexibility in Organization Design
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Authority Figures
ETHICAL DILEMMA:Employee Monitoring:How Far Is Too Far?
INTERNET SEARCH EXERCISES
CASE INCIDENT:Motorola Inc:What Went Wrong?
VIDEO CASE:Urocor
REAL OB Spans of Control-James Fripp,Taco Bell
Chapter 15 Work Design and Technology
第15章 工作设计与技术
Chapter 15 Work Design and Technology
Conceptual Frameworks for Analyzing Work Tasks
Requiste Task Attributes Theory
The Job Characteristics Model
Social Information Processing Model
Myth or Science? Everyone Wants a Challenging Job
Technology and New Work Designs
Continuous Improvement Processes
Reengineering Work Processes
Flexible Manufacturing Systems
Worker Obsolescence
Work Space Design
OB in the News:The Remaking of LLG
Size
Arrangement
Privacy
Work Space Design and Productivity
Work Redesign Options
Job Rotation
Job Enlargement
Job Enrichment
From Concepts to Skills:Designing Enriched Jobs
Team-Based Work Designs Revisited
Work Schedule Options
Compressed Workweek
Flextime
Job Sharing
Telecommuting
Summary and Implications for Managers
POINT/COUNTERPOINT:Jobs Are Becoming Obsolete
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Analyzing and Redesigning Jobs
INTERNET SEARCH EXERCISES
CASE INCIDENT:One Man s Saturn Experience
VIDEO CASE:The King Company
Chapter 16 Human Resource Policles and Practices
第16章 人力资源政策与实践
Chapter 16 Human Resource Policies and Practices
Job Analysis
Selection Practices
Selection Devices
From Concepts to Skills:Selection Interviewing
Myth or Science? It s First Impressions That Count
Training and Development Programs
Types of Training
Training Methods
Individualize Formal Training to Fit the Employee s Learning Style
Career Development
Performance Evaluation
Purposes of Performance Evaluation
Performance Evaluation and Motivation
What Do We Evaluate?
Who Should Do the Evaluation?
Methods of Performance Evaluation
Suggestions for Improving Performance Evaluations
Providing Performance Feedback
What About Team Performance Evaluations?
The Union-Management Interface
International Human Resource Practices:Selected Issues
Selection
Performance Evaluation
Managing Diversity in Organizations
Family-Friendly Workplaces
Diversity Training
Mentoring Programs
Summary and Implications for Managers
Selection Practices
Training and Development Programs
Performance Evaluation
Union-Management Interface
POINT/COUNTERPOINT:Layoffs Are an Indication of Management Failures
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Evaluating Performance and Providing Feedback
ETHICAL DILEMMA:What s the Right Balance Between Work and Family?
INTERNET SEARCH EXERCISES
CASE INCIDENT:Is This any Way to Run a Business?
REAL OB Flexible Policles-Barbaro Whittaker,GM
第17章 组织文化
Chapter 17 Organizational Culture
Chaptet 17 Organizational Culture
Institutionalization:A Forerunner of Culture
What Is Organizational Culture?
A Definition
Culture Is a Descriptive Term
Do Organizations Have Uniform Cultures?
From Concepts to Skills:How to Read an Organization s Culture
Culture vs．Formalization
Organizational Culture vs．National Culture
Strong vs．Weak Cultures
What Do Cultures Do?
Culture s Functions
Culture as a Liability
Myth or Science? Succes Breeds Success
Creating and Sustaining Culture
How a Culture Begins
Keeping a Culture Alive
OB in the News:Learning the Disney Culture
Summary:How Cultures Form
How Employees Learn Culture
Stories
Rituals
Material Symbols
Language
Matching People with Cultures
Summary and Implications for Managers
POINT/COUNTERPOINT:Organizational Cultures Can t Be Changed
REAL OB Corporate Culture-Duke Rohlen,Blue Chalk Cafe
INTEGRATIVE VIDEO CASE,PART FOUR,THE ORGANIZATION SYSTEMS-IT S IMPOSSIBLE NOT TO DO YOUR WORK:HUMAN RESOURCE PRACTICES AT THE SANEST COMPANY IN AMERICA
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Rate Your Classroom Culture
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:Rate Your Classroom Culture
ETHICAL DILEMMA:Cultural Factors and Unethical Behavior
ETHICAL DILEMMA:Cultural Factors and Unethical Behavior
CASE INCIDENT:Shaking Up P G
INTERNET SEARCH EXERCISES
VIDEO CASE:The Jagged Edge
第5部分 组织动力
第18章 组织变革与压力管理
PART FIVE·ORGANIZATIONAL DYNAMICS
PART FIVE·ORGANIZATIONAL DYNAMICS
Chapter 18 Organizational Change and Stress Management
Chapter 18 Organizational Change and Stress Management
Forces for Change
Managing Planned Change
What Can Change Agents Change?
Changing Structure
Changing the Physical Setting
Changing People
Changing Technology
Resistance to Change
Individual Resistance
Organizational Resistance
Overcoming Resistance to Change
The Politics of Change
From Concepts to Skills:Assessing the Climate for Change
Approaches to Managing Organizational Change
Lewin s Three-Step Model
Action Research
Organizational Development
Contemporary Change Issues for Today s Managers
Innovation
Creating a Learning Organization
Managing Change:It s Culture Bound!
Work Stress and Its Management
What Is Stress?
Understanding Stress and Its Consequences
Potential Sources of Stress
Individual Differences
Consequences of Stress
OB in the News:Canadian Study Finds Demanding Job Plus Lack of Power Equals Stress
Managing Stress
Summary and Implications for Managers
POINT/COUNTERPOINT:Managing Change Is an Episodic Activity
QUESTIONS FOR REVIEW
QUESTIONS FOR CRITICAL THINKING
TEAM EXERCISE:The Beacon Aircraft Company
INTERNET SEARCH EXERCISES
CASE INCIDENT:Wisconsin Art Greetings
VIDEO CASE:Boardroom Incorporated
REAL OB Changes and Stress-Barbara Whittaker,GM
INTEGRATIVE VIDEO CASE,PART FIVE,ORGANIZATIONAL DYNAMICS- SEE THE WIND BLOW AT WATERFORD CRYSTAL:CHANGE AND INNOVATION AT THE WORLD S FINEST GLASSMAKER
附录A组织行为学的历史沿革
Appendix A:The Historical Evolution of Orgnizational Behavior
Appendix A The Historical Evolution of Organizational Behavior
附录B组织行为学的研究
Appendix B Research in Organizational Behavior
Appendix B:Research in Organizational Behavior
Illustration Credits
Name Index
人名索引
Name Index
组织索引
Organization．Index
Organization Index
Glindex(A Combined Glossary/Subject Index)
Glindex(A Combined Glossary/Subject Index)
术语索引
