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The future of education.org TABLE OF CONTENTS Preface 1 1 Management and Organizational Behavior 7 1.1 The Nature of Work 8 1.2 The Changing Workplace 11 1.3 The Nature of Management 21 1.4 A Model of Organizational Behavior and Management 26 2 Individual and Cultural Differences 35 2.1 Individual and Cultural Factors in Employee Performance 36 2.2 Employee Abilities and Skills 37 2.3 Personality: An Introduction 40 2.4 Personality and Work Behavior 41 2.5 Personality and Organization: A Basic Conflict? 45 2.6 Personal Values and Ethics 48 2.7 Cultural Differences 52 3 Perception and Job Attitudes 63 3.1 The Perceptual Process 64 3.2 Barriers to Accurate Social Perception 73 3.3 Attributions: Interpreting the Causes of Behavior 76 3.4 Attitudes and Behavior 81 3.5 Work-Related Attitudes 84 4 Learning and Reinforcement 95 4.1 Basic Models of Learning 96 4.2 Reinforcement and Behavioral Change 104 4.3 Behavior Modification in Organizations 112 4.4 Behavioral Self-Management 116 5 Diversity in Organizations 125 5.1 An Introduction to Workplace Diversity 126 5.2 Diversity and the Workforce 127 5.3 Diversity and Its Impact on Companies 138 5.4 Challenges of Diversity 143 5.5 Key Diversity Theories 148 5.6 Benefits and Challenges of Workplace Diversity 151 5.7 Recommendations for Managing Diversity 153 6 Perception and Managerial Decision Making 165 6.1 Overview of Managerial Decision-Making 167 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems 170 6.3 Programmed and Nonprogrammed Decisions 172 6.4 Barriers to Effective Decision-Making 175 6.5 Improving the Quality of Decision-Making 179 6.6 Group Decision-Making 189 7 Work Motivation for Performance 199 7.1 Motivation: Direction and Intensity 201 7.2 Content Theories of Motivation 204 7.3 Process Theories of Motivation 219 7.4 Recent Research on Motivation Theories 236 8 Performance Appraisal and Rewards 247 8.1 Performance Appraisal Systems 248 8.2 Techniques of Performance Appraisal 252 8.4 Reward Systems in Organizations 265 8.5 Individual and Group Incentive Plans 271 9 Group and Intergroup Relations 285 9.1 Work Groups: Basic Considerations 286 9.2 Work Group Structure 290 9.3 Managing Effective Work Groups 301 9.4 Intergroup Behavior and Performance 304 10 Understanding and Managing Work Teams 321 10.1 Teamwork in the Workplace 322 10.2 Team Development Over Time 324 10.3 Things to Consider When Managing Teams 328 10.4 Opportunities and Challenges to Team Building 332 10.6 Multicultural Teams 336 11 Communication 347 11.1 The Process of Managerial Communication 348 11.2 Types of Communications in Organizations 350 11.3 Factors Affecting Communications and the Roles of Managers 354 This OpenStax book is available for free at http://cnx.org/content/col29124/1.4 Managerial Communication and Corporate Reputation 357 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing 358 12 Leadership 373 12.1 The Nature of Leadership 374 12.2 The Leadership Process 376 12.4 The Trait Approach to Leadership 387 12.5 Behavioral Approaches to Leadership 390 12.6 Situational (Contingency) Approaches to Leadership 394 12.7 Substitutes for and Neutralizers of Leadership 399 12.8 Transformational, Visionary, and Charismatic Leadership 402 12.9 Leadership Needs in the 21st Century 406 13 Organizational Power and Politics 415 13.1 Power in Interpersonal Relations 417 13.2 Uses of Power 423 13.3 Political Behavior in Organizations 427 13.4 Limiting the Influence of Political Behavior 436 14 Conflict and Negotiations 445 14.1 Conflict in Organizations: Basic Considerations 446 14.2 Causes of Conflict in Organizations 450 14.3 Resolving Conflict in Organizations 455 14.4 Negotiation Behavior 459 15 External and Internal Organizational Environments and 477 Corporate Culture 15.1 The Organization's External Environment 480 15.2 External Environments and Industries 484 15.3 Organizational Designs and Structures 487 15.4 The Internal Organization and External Environments 499 15.6 Organizing for Change in the 21st Century 507 16 Organizational Structure and Change 515 16.1 Organizational Structures and Design 516 16.3 Managing Change 528 17 Human Resource Management 549 17.1 An Introduction to Human Resource Management 550 17.2 Human Resource Management and Compliance 553 17.4 Influencing Employee Performance and Motivation 559 17.5 Building an Organization for the Future 564 17.6 Talent Development and Succession Planning 566 18 Stress and Well Being 579 18.1 Problems of Work Adjustment 580 18.2 Organizational Influences on Stress 583 18.3 Buffering Effects of Work related Stress 594 18.4 Coping with Work related Stress 601 19 Entrepreneurship 613 19.1 Overview of Entrepreneurship 615 19.2 Characteristics of Successful Entrepreneurs 618 19.3 Business Model Canvas 621 19.4 New Venture Financing 627 19.6 Optimal Support for Entrepreneurship 633 A Scientific Method in Organizational Research 643 B Scoring Keys for Self-Assessment Exercises 651 Index 689 This OpenStax book is available for free at http://cnx.org/content/col29124/1.5 Preface 1 Preface Welcome to Organizational Behavior, an OpenStax resource. 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Casual readers of publications like the New York Times, The Economist and the Wall Street Journal will learn about the dynamic nature of organizations in today’s ever-changing business environment. Organizational Behavior is designed to meet the scope and sequence requirements of the introductory course on Organizational Behavior. This is a traditional approach to organizational behavior. The table of contents of this book was designed to address two main themes.
What are the variables that affect how, when, where, and why managers perform their jobs? What theories and techniques are used by successful managers at a variety of organizational levels to achieve and exceed objectives effectively and efficiently throughout their careers? Management is a broad business discipline, and the Organizational Behavior course covers many areas such as individual and group behavior at work, as well as organizational processes such as communication in the workplace and managing conflict and negotiation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters. Finally, we all made an effort to present a balanced approach to gender and diversity throughout the text in the examples used, the photographs selected, and the use of both male and female in alternating chapters when referring to generic managers or employees.
