{"product_id":"a-primer-on-organizational-behavior-isbn-9780470086957","title":"A Primer on Organizational Behavior","description":"This book introduces the reader to terms and concepts that are necessary to understand OB and their application to modern organizations. It also offers sufficient grounding in the field that enables the reader to read scholarly publications such as HR, CMR, and AMJ. This edition features new material on emotional intelligence, knowledge management, group dynamics, virtual teams, organizational change, and organizational structure. \u003cp\u003e\u003cb\u003eChapter 1 MANAGEMENT AND ORGANIZATIONAL BEHAVIOR 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLearning About Organizational Behavior 2\u003c\/p\u003e \u003cp\u003eEthics and Organizational Behavior 3\u003c\/p\u003e \u003cp\u003eA Historical Framework for the Study of Management and OB 5\u003c\/p\u003e \u003cp\u003eEarly Management 7\u003c\/p\u003e \u003cp\u003eClassical Management 8\u003c\/p\u003e \u003cp\u003eNeoclassical Management and Organization Theory 12\u003c\/p\u003e \u003cp\u003eModern Management and Organization Theory 15\u003c\/p\u003e \u003cp\u003eSocietal Change and Organizational Behavior 20\u003c\/p\u003e \u003cp\u003eOB and Advanced Information and Manufacturing Technologies 20\u003c\/p\u003e \u003cp\u003eThe Quality Movement 25\u003c\/p\u003e \u003cp\u003eDiscontent, Cynicism, and Fear in the Workplace 26\u003c\/p\u003e \u003cp\u003eSociodemographic Diversity in the Workplace 29\u003c\/p\u003e \u003cp\u003eFads and Foibles in Management 31\u003c\/p\u003e \u003cp\u003eConclusion 32\u003c\/p\u003e \u003cp\u003eNotes 33\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 PERCEPTION, ATTITUDES, AND INDIVIDUAL DIFFERENCES 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBasic Internal Perceptual Organizing Patterns 42\u003c\/p\u003e \u003cp\u003eGestalt Psychology 42\u003c\/p\u003e \u003cp\u003eExternal Factors in Perception 44\u003c\/p\u003e \u003cp\u003eSocial and Interpersonal Perception 45\u003c\/p\u003e \u003cp\u003eSchemas and Scripts 45\u003c\/p\u003e \u003cp\u003ePerceptual Distortion 46\u003c\/p\u003e \u003cp\u003eAttribution Theory 49\u003c\/p\u003e \u003cp\u003ePerception and Individual Differences 51\u003c\/p\u003e \u003cp\u003ePersonality 52\u003c\/p\u003e \u003cp\u003eSelf-Concept 54\u003c\/p\u003e \u003cp\u003ePerception, Individual Differences, and Decision Making 55\u003c\/p\u003e \u003cp\u003eAttitudes and Attitude Formation 57\u003c\/p\u003e \u003cp\u003eAttitude Formation 58\u003c\/p\u003e \u003cp\u003eAttitude Change 58\u003c\/p\u003e \u003cp\u003eEmotional Intelligence 61\u003c\/p\u003e \u003cp\u003eConclusion: The Social Context of Judgment and Choice 62\u003c\/p\u003e \u003cp\u003eNotes 63\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 MOTIVATION 70\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManagerial Assumptions about Human Nature 70\u003c\/p\u003e \u003cp\u003eStatic-Content Theories of Motivation 72\u003c\/p\u003e \u003cp\u003eMaslow’s Hierarchy of Needs 72\u003c\/p\u003e \u003cp\u003eAlderfer’s ERG Theory 74\u003c\/p\u003e \u003cp\u003eMcClelland’s Theory of Socially Acquired Needs 74\u003c\/p\u003e \u003cp\u003eNeeds and Goal Orientation 75\u003c\/p\u003e \u003cp\u003eHerzberg’s Motivator-Hygiene Theory 76\u003c\/p\u003e \u003cp\u003eManagerial Application: Work Design and Job Enrichment 78\u003c\/p\u003e \u003cp\u003eProcess Theories of Motivation 81\u003c\/p\u003e \u003cp\u003eExpectancy Theory 82\u003c\/p\u003e \u003cp\u003ePath-Goal Theory of Motivation 84\u003c\/p\u003e \u003cp\u003eGoal-Setting Theory 84\u003c\/p\u003e \u003cp\u003eManagerial Application: Management by Objectives 86\u003c\/p\u003e \u003cp\u003eEnvironmentally Based Theories of Motivation 86\u003c\/p\u003e \u003cp\u003eOperant Conditioning and Reinforcement Theory 87\u003c\/p\u003e \u003cp\u003eManagerial Application: Organizational Behavior Modification 88\u003c\/p\u003e \u003cp\u003ePunishment and Discipline 89\u003c\/p\u003e \u003cp\u003eSocial Comparison Theory 90\u003c\/p\u003e \u003cp\u003eIntrinsic and Extrinsic Rewards and Motivation 93\u003c\/p\u003e \u003cp\u003eManagerial Application: Gainsharing 94\u003c\/p\u003e \u003cp\u003eMotivation and the Psychological Contract 95\u003c\/p\u003e \u003cp\u003eOrganizational Commitment and the Psychological Contract 96\u003c\/p\u003e \u003cp\u003eChoosing an Appropriate Motivational Model 98\u003c\/p\u003e \u003cp\u003eContrasting Motivation and Learning 99\u003c\/p\u003e \u003cp\u003eConclusion 99\u003c\/p\u003e \u003cp\u003eNotes 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 COMMUNICATION 112\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Communication Process 112\u003c\/p\u003e \u003cp\u003eInterpersonal Communication 114\u003c\/p\u003e \u003cp\u003eCommunication Modes 115\u003c\/p\u003e \u003cp\u003eBarriers to Effective Communication 120\u003c\/p\u003e \u003cp\u003eImproving Interpersonal Communication 122\u003c\/p\u003e \u003cp\u003eOrganizational Communication 125\u003c\/p\u003e \u003cp\u003eKnowledge Management 125\u003c\/p\u003e \u003cp\u003eCommunication Networks 128\u003c\/p\u003e \u003cp\u003eOrganizational Symbols and Rituals 132\u003c\/p\u003e \u003cp\u003eIn-House Publications 132\u003c\/p\u003e \u003cp\u003eCommunication Roles 133\u003c\/p\u003e \u003cp\u003eMedia Richness and Communication Effectiveness 135\u003c\/p\u003e \u003cp\u003eEnvisioning and Communicating Organizational Change 138\u003c\/p\u003e \u003cp\u003eEthics in Organizational Communication 139\u003c\/p\u003e \u003cp\u003eConclusion 140\u003c\/p\u003e \u003cp\u003eNotes 140\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 GROUP DYNAMICS 148\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of Groups 148\u003c\/p\u003e \u003cp\u003ePrimary and Secondary Groups 149\u003c\/p\u003e \u003cp\u003eFormal and Informal Groups 149\u003c\/p\u003e \u003cp\u003eHeterogeneous and Homogeneous Groups 150\u003c\/p\u003e \u003cp\u003eInteracting and Nominal Groups 150\u003c\/p\u003e \u003cp\u003ePermanent and Temporary Groups 152\u003c\/p\u003e \u003cp\u003eBasic Attributes of Groups 152\u003c\/p\u003e \u003cp\u003eIndividual and Group Status 153\u003c\/p\u003e \u003cp\u003eRoles 153\u003c\/p\u003e \u003cp\u003eNorms 155\u003c\/p\u003e \u003cp\u003eCohesiveness 156\u003c\/p\u003e \u003cp\u003eGroup (Organizational) Commitment 158\u003c\/p\u003e \u003cp\u003eGroupthink 158\u003c\/p\u003e \u003cp\u003eChoice-Shift (Risky-Shift) Phenomenon 160\u003c\/p\u003e \u003cp\u003eSocial Loafing 161\u003c\/p\u003e \u003cp\u003eGroup Process and Development 162\u003c\/p\u003e \u003cp\u003eGroup Development 162\u003c\/p\u003e \u003cp\u003eGroup and Organizational Socialization 165\u003c\/p\u003e \u003cp\u003eObservation of Group Process 167\u003c\/p\u003e \u003cp\u003eConclusion 171\u003c\/p\u003e \u003cp\u003eNotes 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 WORK TEAMS AND INTERGROUP RELATIONS: MANAGING COLLABORATION AND CONFLICT 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWork Teams 179\u003c\/p\u003e \u003cp\u003eManaging Teams 180\u003c\/p\u003e \u003cp\u003eTeams and Social Identity Theory 181\u003c\/p\u003e \u003cp\u003eTrust Building and Teamwork 182\u003c\/p\u003e \u003cp\u003eTeams in Action 183\u003c\/p\u003e \u003cp\u003eVirtual Teams 188\u003c\/p\u003e \u003cp\u003eTeam Conflict 193\u003c\/p\u003e \u003cp\u003eIntergroup Relations 193\u003c\/p\u003e \u003cp\u003eGroup Interdependence 194\u003c\/p\u003e \u003cp\u003eIntergroup Conflict 196\u003c\/p\u003e \u003cp\u003eConclusion: Implications for Managers 200\u003c\/p\u003e \u003cp\u003eNotes 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 LEADERSHIP, POWER, AND THE MANAGER 208\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLeadership and Power 209\u003c\/p\u003e \u003cp\u003ePower and Authority 209\u003c\/p\u003e \u003cp\u003eTypes of Power 210\u003c\/p\u003e \u003cp\u003eThe Need for Power in Managerial Performance 211\u003c\/p\u003e \u003cp\u003eTheories of Leadership 212\u003c\/p\u003e \u003cp\u003eTrait Theory 212\u003c\/p\u003e \u003cp\u003eBehavioral and Functional Theories 214\u003c\/p\u003e \u003cp\u003eContingency Theories 221\u003c\/p\u003e \u003cp\u003eAttribution Theory 228\u003c\/p\u003e \u003cp\u003eLeader-Member Relations 229\u003c\/p\u003e \u003cp\u003eLeadership and Management 230\u003c\/p\u003e \u003cp\u003eMintzberg’s Managerial Role Set 231\u003c\/p\u003e \u003cp\u003eThe Role of the General Manager 232\u003c\/p\u003e \u003cp\u003eImplications for Management and Leadership 233\u003c\/p\u003e \u003cp\u003eSubstitutes for Leadership as Supervision 234\u003c\/p\u003e \u003cp\u003eTransformational Leadership and Organizational Change 237\u003c\/p\u003e \u003cp\u003eGender, Power, and Leadership 240\u003c\/p\u003e \u003cp\u003eLeadership: A Synthesis 241\u003c\/p\u003e \u003cp\u003eNotes 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 MACRO-ORGANIZATIONAL BEHAVIOR: THE ORGANIZATION’S ENVIRONMENT 251\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganizational Environment 251\u003c\/p\u003e \u003cp\u003eDefining Organizational Environment 252\u003c\/p\u003e \u003cp\u003eEnvironmental Change and Uncertainty 256\u003c\/p\u003e \u003cp\u003eOrganization-Environment Relations 261\u003c\/p\u003e \u003cp\u003eControlling the Environment 261\u003c\/p\u003e \u003cp\u003eThe International Environment 266\u003c\/p\u003e \u003cp\u003eGlobalization and Organizational Behavior 267\u003c\/p\u003e \u003cp\u003eTransferability of Management Practices 269\u003c\/p\u003e \u003cp\u003eSocietal Culture and Management 271\u003c\/p\u003e \u003cp\u003eConclusion 274\u003c\/p\u003e \u003cp\u003eNotes 275\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 ORGANIZATION STRUCTURE AND DESIGN 282\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganizational Structure 283\u003c\/p\u003e \u003cp\u003eComplexity 284\u003c\/p\u003e \u003cp\u003eFormalization 286\u003c\/p\u003e \u003cp\u003eCentralization 286\u003c\/p\u003e \u003cp\u003eKey Organization Structure Challenges 286\u003c\/p\u003e \u003cp\u003eDeterminants of Structure 291\u003c\/p\u003e \u003cp\u003eOrganization Design 297\u003c\/p\u003e \u003cp\u003eSimple Structure 298\u003c\/p\u003e \u003cp\u003eThe Functional Organization 299\u003c\/p\u003e \u003cp\u003eThe Divisionalized Form 301\u003c\/p\u003e \u003cp\u003eAdhocracy 301\u003c\/p\u003e \u003cp\u003eMarket-Based, Network Organizational Forms 307\u003c\/p\u003e \u003cp\u003eConclusion 312\u003c\/p\u003e \u003cp\u003eNotes 314\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 ORGANIZATIONAL CULTURE AND EFFECTIVENESS 320\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganizational Culture 320\u003c\/p\u003e \u003cp\u003eUniqueness of Organizational Cultures 322\u003c\/p\u003e \u003cp\u003eObjective and Subjective Organizational Culture 323\u003c\/p\u003e \u003cp\u003eOrganizational Subcultures 324\u003c\/p\u003e \u003cp\u003eSummary 325\u003c\/p\u003e \u003cp\u003eDiagnosing Organizational Culture 325\u003c\/p\u003e \u003cp\u003eCulture Change in Organizations 328\u003c\/p\u003e \u003cp\u003eCulture as Sustained Competitive Advantage 334\u003c\/p\u003e \u003cp\u003eEthical Considerations and Organizational Culture 334\u003c\/p\u003e \u003cp\u003eOrganizational Climate 335\u003c\/p\u003e \u003cp\u003eOrganizational Effectiveness 336\u003c\/p\u003e \u003cp\u003eOne-Dimensional Views of Effectiveness 336\u003c\/p\u003e \u003cp\u003eCompeting Values and Organizational Effectiveness 339\u003c\/p\u003e \u003cp\u003eConclusion 342\u003c\/p\u003e \u003cp\u003eNotes 342\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 ORGANIZATION DEVELOPMENT AND CHANGE 348\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganization Development 348\u003c\/p\u003e \u003cp\u003eLaboratory Training 349\u003c\/p\u003e \u003cp\u003eSurvey Research and Feedback 349\u003c\/p\u003e \u003cp\u003eSociotechnical Systems 352\u003c\/p\u003e \u003cp\u003eThe Nature of Organization Development 353\u003c\/p\u003e \u003cp\u003eIntervention Strategies and Change 361\u003c\/p\u003e \u003cp\u003eManaging Organization Change 368\u003c\/p\u003e \u003cp\u003eChangemakers 369\u003c\/p\u003e \u003cp\u003eApproaches to Organizational Change 369\u003c\/p\u003e \u003cp\u003eEnabling Large-Scale Organization Change 371\u003c\/p\u003e \u003cp\u003eInterventions and Organizational Politics 372\u003c\/p\u003e \u003cp\u003eResistance, Support, and Coping with Change 373\u003c\/p\u003e \u003cp\u003eOrganizational Downsizing, Retrenchment, and Resizing 376\u003c\/p\u003e \u003cp\u003eConclusion 379\u003c\/p\u003e \u003cp\u003eNotes 379\u003c\/p\u003e \u003cp\u003eAppendix A THE RESEARCH PROCESS IN ORGANIZATIONAL BEHAVIOR 389\u003c\/p\u003e \u003cp\u003eAppendix B STATISTICAL ANALYSIS 416\u003c\/p\u003e \u003cp\u003eAppendix C HOW TO READ A RESEARCH-ORIENTED JOURNAL ARTICLE 430\u003c\/p\u003e \u003cp\u003eIndex 453\u003c\/p\u003e \u003cb\u003eJames L. Bowditch\u003c\/b\u003e is the Stewardship \u0026amp; Planned Giving Officer for the Diocese of Maine. For the past two years, he was the Director of Development at Episcopal Divinity School. Prior to that he was Professor of Management in the Management \u0026amp; Information Systems Department at Saint Joseph's University, Philadelphia, PA, and earlier, Dean of the College of Business \u0026amp; Administration. He was also undergraduate dean and associate professor in the Carroll School of Management at Boston College. His research has been on the human effects of organizational transformation, with a focus on mergers and acquisitions. He has co-authored five books. He holds a B.A. from Yale in psychology, an M.A. from Yale in psychology, an M.A. from Western Michigan University in psychology and a Ph.D. in Industrial\/Organizational psychology.","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988643168485,"sku":"NP9780470086957","price":107.5,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470086957.jpg?v=1761781089","url":"https:\/\/k12savings.com\/es\/products\/a-primer-on-organizational-behavior-isbn-9780470086957","provider":"K12savings","version":"1.0","type":"link"}