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0 (hodnocen0 x )

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BK

7th ed.

New York : McGraw-Hill, 1985

xxii, 585 s.

ISBN 0-07-015566-6

000040071

Preface // PART 1 // FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR // XIX // 1 Working with People // Understanding organizational behavior // Definition - The administrative point of view - Historical development of organizational behavior // Historical origins - Early development - Mayo and Roethlisberger // Fundamental concepts // The nature of people - The nature of organizations - Holistic organizational behavior // Basic approaches of this book // An interdisciplinary approach - A human resources (supportive) // approach - A contingency approach - A productivity // approach - A systems approach // Summary // 2 Climate and Models of Organizational Behavior // Organizational climate // Incremental values - Elements of a favorable climate - Measuring // climate - Climate profile charts // An organizational behavior system // Elements of the system - The social system at work // Models of organizational behavior // The autocratic model - The custodial model - The supportive model - The collegial model - Changing use of the models - Relation of models to human needs - Tendency toward more // democratic models - Contingent use of all models - A hybrid model: Theory Z // Summary 37 // 3 Social Systems 43 // Understanding a social system 44 // Social equilibrium - Functional and dysfunctional actions - Psychological and economic contracts - Equity // Culture 48 // Cultural change - The work ethic - Social responsibility // Role 53 // Socialization - Role perceptions - Role conflict - Role ambiguity // Status 56 // Status relationships - Sources of status - Status symbols - Significance of status // Summary 59 // PART 2 // MOTIVATION AND REWARD SYSTEMS // 4 Mainsprings of Motivation 67 // Human needs 68 // A model of motivation - Types of needs - Variations in needs //

Maslow’s hierarchy of needs 70 // Lower-order needs - Higher-order needs - Interpreting the hierarchy of needs // Herzberg’s two-factor model 73 // Job content and context - Intrinsic and extrinsic factors - Interpretations of the two-factor model - Comparison of // the Herzberg and Maslow models // Behavior modification 76 // Operant conditioning - Positive and negative reinforcement - Shaping - Punishment and extinction - Schedules of // reinforcement - Criticisms of behavior modification - Application of behavior modification // Summary - 83 // 5 Motivating Employees 89 // Motivational patterns 90 // Achievement motivation - Affiliation motivation - Competence motivation - Power motivation // The expectancy model 93 // Valence - Expectancy - Instrumentality - How the model works - Appraising the expectancy model // The attribution process 100 // Interpreting motivational models 102 // Micromotivation - Macromotivation // Summary 103 // 6 Job Satisfaction 108 // The nature of job satisfaction 109 // What is job satisfaction? - Importance of job satisfaction - Profile of satisfied workers // Studying job satisfaction // Surveys of manager satisfaction - Benefits of job satisfaction study - Ideal survey conditions - Use of existing job satisfaction information - Types of survey questions - Survey design and administration // Using survey information // Survey feedback - Administrative follow-up // Summary // 7 Appraising and Rewarding Performance // Money as a means of rewarding employees // Application of the expectancy model - Application of equity // theory - Extrinsic and intrinsic rewards - Cost-reward break-even analysis - Compliance with law // Organizational behavior and performance appraisal // Appraisal philosophy - The appraisal interview //

Economic incentive systems // Incentives linking pay with performance - Potential advantages - Potential difficulties // Use of wage incentives // More pay for more production - Difficulties with wage incentives // Use of profit and production sharing // Profit sharing - Some difficulties with profit sharing - Production-sharing plans // A complete pay program // Rating jobs, employees, and the organization - Flexible benefits // Summary // PART 3 // LEADERSHIP AND ORGANIZATIONAL CHANGE // 8 Leadership and Supervision // The nature of leadership // Leadership behavior - Situational aspects - Leaders as followers // Path-goal model of leadership // Goal setting - Path improvement - Power and politics - Types of power - Tactics used to gain political power - Management by objectives // Leadership style // Theory X and Theory Y - Positive and negative leaders - Autocratic, participative, and free-rein leaders - Leader use of consideration and structure - A contingency model of leadership - A new direction - The supervisor s unique leadership role - What is the supervisor’s leadership role? // Summary // 9 Employee Participation // The nature of employee participation // What is participation? - Broad application - A sharing process - Increased power and influence - Prerequisites for participation - Experience with participation // How participation works // Benefits of participation - Different needs for participation - Situational influences // Programs for participation // Consultive management - Democratic management - Work committees - Suggestion programs - Middle-management committees - Industrial democracy - Employee ownership plans - Labor union attitudes toward participation - Limitations of participation - Concluding thoughts // Summary //

10 Interpersonal and Group Dynamics // Interpersonal dynamics // The nature of conflict - Assertive behavior - Transactional analysis // Group dynamics // Meetings // Size - Composition - Agendas - Leadership roles - Structured approaches - Support for decisions - Consensus - Weaknesses of groups // Teamwork // Ingredients of effective teams - Potential team problems // Summary // 11 Managing Change // Work change // The nature of work change - Responses to change - Costs and benefits - Psychic costs and health - Psychic costs of promotion and // transfer - Psychic costs and employee relocation - Resistance to change - Three types of resistance - Possible benefits of resistance // Implementing change successfully // A three-step change process - A model of the change process - The organizational learning curve for change - Building support for change // Summary // 12 Organization Development and Training // Understanding organization development // Characteristics of OD - The OD process // Training methods used // Laboratory training - Examples of OD programs - Benefits and // limitations of OD // Summary // PART 4 // ORGANIZATIONAL ENVIRONMENT // 13 Structure, Technology, and People // Classical organization theory // Division of work - Delegation - Linking pins - Acceptance // theory of authority - Specialization - The span of management - Bureaucracy - Interpreting classical organization theory // Contingency organizational design // Mechanistic and organic patterns of organizing - Types of production technology - Stable and changing environments - Matrix organization // Technological change // Features of technology - Technology and occupations - Technology and education - Technology and labor // Work systems and people // Initiation of action - System design for better teamwork - Communication patterns - Red tape - Alienation - Effects of work systems // Summary //

14 Informal Organizations // The nature of informal organization // Informal organization arises from social interaction - Informal // leaders - Benefits of informal organizations - Problems associated with informal organizations - Charting the // informal organization // Informal communication // How accurate is the grapevine? - The grapevine pattern - Grapevine causes - Features of the grapevine - Management response to grapevines - Rumor - Control of rumor - Influencing informal organizations // Summary // 15 Quality of Work Life // Understanding quality of work life // Options available to management - Humanized work // Job enrichment // Applying job enrichment - Core dimensions of jobs - The motivating potential of jobs - Limitations of job enrichment // Enriched sociotechnical work systems // Natural work teams - Flexible work schedules - Sociotechnical // experiments - Volvo - General Motors - General Foods - Results of sociotechnical experiments // Summary // PART 5 // SOCIAL ENVIRONMENT // 16 The Individual in the Organization // Issues about conformity // The basic thesis of conformity - To what does one conform? - Areas of legitimate organizational influence - A model of legitimacy of organizational influence - Off-the-job conduct // Rights of privacy // Policy guidelines relating to privacy - Surveillance devices - The polygraph - Treatment of alcoholism - Drug abuse // Discipline // Preventive discipline - Corrective discipline - Due process - The hot-stove rule - Progressive discipline - A counseling approach to discipline // The individual’s responsibilities to the organization // Summary // 17 Working with Unions // The union’s role in an organization // Union membership - Labor legislation //

Collective bargaining // A continuous process - Planning for negotiations - Constructive attitudes - Bargaining procedures - Bargaining tactics - Mediation - Other options - Problem-solving bargaining - Contract settlement and maintenance // Grievance systems // Grievances - Grievance rates - Benefits of grievance systems - Grievance procedures - Grievance arbitration // Union response to the postindustrial labor force // A postindustrial labor force - Individual needs - High-order // needs - A postindustrial labor relations lifestyle // Summary // 18 Equal Employment Opportunity (EEO) // Equal employment opportunity and the law // Social benefits and problems - Federal EEO laws - Enforcement - Protected groups - Affirmative action - Reverse discrimination // EEO programs // Basic requirements - Race, color, and national origin - Sex - Religious beliefs - Handicapped employees // Older workers // EEO - Job adjustment of older workers - Easing the transition // into retirement // Summary // PART 6 // COMMUNICATION AND COUNSELING // 19 Employee Communication // Communication fundamentals // Importance of communication - The communication process - The Rule of Five - Two-way communication // Semantics // Communication barriers - Words - Pictures - Action (nonverbal communication) - Body language - Ecological control - Two key // communication symbols - Readability - Listening // Summary // 20 Communication Relationships // Communication within management // Why emphasize management communication? - Improving management communication - Networks // Downward communication // Some prerequisites - Communication needs - Communication overload - Acceptance of a communication // Upward communication // Upward difficulties - Upward communication policies and practices // Communication by specialists // Communicating with employees’ families // The union role in communication // Summary //

21 Employee Stress and Counseling // Employee stress // Stress - Duration and intensity of stress - Causes of stress - Job causes of stress - Frustration - Stress and job performance - Stress thresholds - Type A and B people - Actions to reduce stress // Employee counseling // Definition - Need for counseling - What counseling can do - The manager’s counseling role // Types of counseling // Directive counseling - Nondirective counseling - Participative // counseling - Cooperation with community agencies // Summary // PART 7 // CONCLUSION // 22 Organizational Behavior in Perspective // Models of organizational behavior // Emphasis on higher-order needs - A systems approach // A contingency approach - A social approach - The role of organizational behavior: a formula - Human resource accounting // Limitations of organizational behavior 506 // Behavioral bias - The law of diminishing returns - Manipulation // of people // The promise of a better tomorrow 511 // PART 8 // CASE PROBLEMS // Dudley Lodge // The Video Electronics Company // Albatros Electrical Company // Middle National Bank // Spacetronics // United Mutual Insurance Company // The Performance Rating // The Palmer Export Site // Glossary // Indexes // Name Index // Subject Index