Managing behavior in organizations

前言

第一部分 引言

第1章 组织行为学科领域

什么是组织行为以及它为什么重要？

这个学科的基本假设是什么？

组织行为学的今昔：该领域的简史

第2章 组织公正、伦理和公司社会责任

组织公正：公平的重要性

组织中的伦理行为

超越伦理：公司社会责任

第二部分 个体行为

第3章 组织中的心理过程：人格、知觉和学习

人格：我们之间的独特差异

社会知觉：理解和判断别人

学习：适应工作世界

应用学习于组织中

第4章 应对组织生活：情感和压力

理解情感和情绪

组织中情感和情绪的作用

管理组织中的情感

.压力的基本性质

导致工作场所压力的主要原因

组织压力的主要影响

减少压力：能够做些什么？

第5章 工作态度：成见、工作满意度和组织承诺度

成见：对别人的负面态度

克服工作场所成见的策略：管理多元化劳动力队

工作满意度理论：对于工作的态度

工作不满意的后果以及避免它们的方法

组织承诺度：对于公司的态度

第6章 是什么在激励员工工作？

激励的基本性质

基于满足人类基本需求的激励

基于公平的激励

期望理论：相信你能够得到你想要的

目标设置：目的在于完成目标

设计具有激励的工作

第三部分 群体行为

第7章 工作场所的人际行为

人际关系动力学

亲社会行为：帮助他人

合作：相互提供帮助

竞争：合作的对立面

冲突：利益不可兼容的必然结果

反组织行为

第8章 组织沟通

沟通过程

使用和不使用语言沟通：口头和非口头沟通

提高你的沟通技巧

第9章 群体过程与工作团队

什么是群体？

群体动力学的基本构建因素

群体中的个体绩效

团队：授权的工作群体

高效的团队绩效

如何创建成功的团队

第10章 在组织中制定个体和群体的决策

决策制定的基本特性

组织决策的种类

如何制定个体决策

人类决策的不完美特性

群体决策：厨师太多就不能煮好一锅汤？

完善组织决策的结构化方法

基于计算机技术提高决策的有效性

第11章 寻求领导

什么是领导？一些基本问题

特性方法：有些人是天生的领导者吗？

行为方法：领导者做什么？

领导者有效性的权变理论

领导实践的新趋势和挑战

开发领导力：增强你领导的自信心

第四部分 组织过程

第12章 文化、创造力和创新

组织文化：基本性质

组织文化的建立和维持

组织文化：作用和改变的能力

个人和团队的创造力

在组织中提升创造力

创新的过程

第13章 设计有效率的组织

组织的结构维度

部门化：组织的构成方式

传统组织设计

新兴的组织设计

跨组织设计：超出单个组织范围

第14章 管理组织变革：战略计划和组织发展

现代企业第一原则：变革或者消失！

组织变革的外部力量

规划战略变革

准备变革：接受和抵制组织变革

组织发展措施：实施计划的变革

组织发展的关键问题

注释

公司索引

人名索引

主题索引

preface

part i: introduction

chapter 1 the field of organizational behavior

what is organizational behavior and why does it matter?

what are the field’s fundamental assumptions?

ob then and now: a capsule history of the field

chapter 2 organizational justice, ethics, and corporate social responsibility

organizational justice: fairness matters

ethical behavior in organizations

beyond ethics: corporate social responsibility

part ii: individual behavior

chapter 3 psychological processes in organizations: personality, perception, and learning

personality: the unique differences between us

social perception: understanding and judging others

learning: adapting to the world of work

applications of learning in organizations

chapter 4 coping with organizational life: emotions and stress

understanding emotions and mood

the role of emotions and mood in organizations

managing emotions in organizations

the basic nature of stress

major causes of stress in the workplace

major effects of organizational stress

reducing stress: what can be done?

chapter 5 work-related attitudes: prejudice,

job satisfaction, and organizational commitment

prejudice: negative attitudes toward others

strategies for overcoming workplace prejudice: managinga diverse workforce

theories of job satisfaction: attitudes toward jobs

consequences of job dissatisfaction—and ways to avoid them

organizational commitment: attitudes toward companies

chapter 6 what motivates people to work?

the basic nature of motivation

motivating by meeting basic human needs

motivating by being equitable

expectancy theory: believing you can get what you want

goal setting: taking aim at performance targets

designing jobs that motivate

part iii: group behavior

chapter 7 interpersonal behavior in the workplace

the dynamics of interpersonal relationships

prosocial behavior: helping others

cooperation: providing mutual assistance

competition: the opposite of cooperation

conflict: the inevitable result of incompatible interests

deviant organizational behavior

chapter 8 organizational communication

the communication process

communicating with and without words: verbal and nonverbal communication

improving your communication skills

chapter 9 group processes and work teams

what is a group?

the basic building blocks of group dynamics

individual performance in groups

teams: empowered work groups

effective team performance

how to develop successful teams

chapter 10 making individual and group decisions in organizations

the fundamental nature of decision making

varieties of organizational decisions

how are individual decisions made?

the imperfect nature of human decisions

group decisions: do too many cooks spoil the broth?

structural approaches for improving group decisions

computer-based approaches to promoting effective decisions

chapter 11 the quest for leadership

what is leadership? some fundamental issues

the trait approach: are some people “born leaders”?

the behavior approach: what do leaders do?

contingency theories of leader effectiveness

emerging trends and challenges in leadership practice

leadership development: bringing out the leader within you

part iv: organizational processes

chapter 12 culture, creativity, and innovation

organizational culture: its basic nature

the formation and maintenance of organizational culture

organizational culture: its effects and capacity to change

creativity in individuals and teams

promoting creativity in organizations

the process of innovation

chapter 13 designing effective organizations

structural dimensions of organizations

departmentalization: ways of structuring organizations

traditional organizational designs

emerging organizational designs

interorganizational designs: going beyond the singleorganization

chapter 14 managing organizational change: strategic planning and organizational development

today’s first rule of business: change or disappear!

external forces for organizational change

planning strategic change

readiness for change: accepting and resisting organizational change

organizational development interventions: implementing planned change

key questions about organizational development

notes

company index

name index

subject index