The fundamentals of organizational behavior : what managers need to know

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Title:

Personal Author:

Tosi, Henry L.

Publication Information:

Malden, Mass. : Blackwell Pub., 2003

ISBN:

9781405100748

Subject Term:

Organizational behavior -- Handbooks, manuals, etc.

Management -- Handbooks, manuals, etc.

Added Author:

Mero, Neal P.

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010062334	HD58.7 T67 2003	Open Access Book	Book	Searching... Unknown

This primer offers MBA and other advanced students exposure to the basic theories and concepts of organizational behavior and management.

Delivers the basic theories and concepts of organizational behavior and management in a concise format.
Includes 'Guides for Managers' which show how managers can apply these theories.
Supplemental materials include exercises and cases.
Covers topical issues such as diversity, technology and e-business.
Executive edition of Tosi and Mero's successful textbook, Managing Organizational Behavior (Blackwell Publishing, Fourth Edition, 2000

Author Notes

Henry L. Tosi is McGriff Professor of Management at the University of Florida.

Acknowledgments	p. ix
Block I Introduction
1 Managing Organizational Behavior	p. 2
Basic Model of Behavior	p. 4
The Context of Twenty-First-Century Organizational Behavior	p. 5
The Field of Organizational Behavior	p. 9
Managing Organizational Performance	p. 14
What Do Managers Really Do?	p. 15
Block II A Focus on the Individual
2 Personality and Individual Differences	p. 20
Fundamentals of Personality	p. 22
Personality in Organizational Settings	p. 30
Ability	p. 32
3 Attitudes and Accommodation to Work	p. 37
Fundamentals of Work Attitudes	p. 38
A Model of Attitudes	p. 40
Attitudinal Consistency and Cognitive Dissonance	p. 42
Socialization: Developing Work-Related Attitudes and Behaviors	p. 44
Organizational Commitment and Accommodation	p. 48
4 Individual Perception, Judgment, and Attribution	p. 54
Fundamentals of Perception	p. 55
Judgment Biases and Errors	p. 58
Attribution Theory: Finding Causes of Behavior	p. 60
Some Organizational Implications of Perceptual and Attributional Biases	p. 64
5 Motivation and Performance	p. 68
Motivation and Performance	p. 69
The Fundamentals of Motivation and Performance	p. 70
Motivation: The Content Theories	p. 73
Motivation: The Process Theories	p. 80
Block III The Context of Organizational Behavior
6 Group and Team Performance	p. 94
The Fundamentals of Groups and Teams	p. 96
Group Development	p. 99
Team Effectiveness Issues	p. 101
Group Processes	p. 103
Group Dynamics	p. 106
Social Influences on Behavior	p. 109
Virtual Teams	p. 110
7 Culture: National and Organizational	p. 114
The Hofstede Model of National Culture	p. 115
Organizational Consequences of National Cultural Differences	p. 119
Organizational Culture	p. 123
The Modal Personality of Top Management and Types of Organizational Cultures	p. 131
Organizational Subcultures	p. 133
Organizational Culture: Some Special Cases	p. 134
8 Organizational Structure and Design	p. 139
The Fundamentals of Organizational Structure	p. 140
Organizations: The Effects of Technology and Markets	p. 142
Formal Organizations: Design and Structure	p. 149
Organizational Design Alternatives	p. 150
Block IV Integrating Behavioral Theory into Effective Management and Leadership
9 Managing Performance: The Influence of Technology and Knowledge	p. 162
The Context of Performance Management	p. 164
Task Specialists: Managing their Performance	p. 168
Managing Knowledge Workers	p. 175
10 Conflict	p. 183
The Nature of Conflict	p. 185
Diagnosing Conflict	p. 191
Individual Responses to Conflict	p. 194
Improving Organizational Response to Conflict	p. 198
11 Decision-Making	p. 204
Characteristics of the Decision-Making Process	p. 206
Models of Decision-Making	p. 207
Improving Individual Decision-Making	p. 210
Improving Group Decision-Making	p. 213
Social Influences on Group Decision-Making	p. 217
12 Power and Politics in Organizations	p. 222
A Model of Influence Processes in Organizations	p. 223
Acquiring and Maintaining Organizationally Based Influence	p. 230
Acquiring and Maintaining Personal-Based Influence	p. 235
Organizational Politics	p. 238
13 Leadership	p. 247
Trait Approaches to Leadership	p. 249
Behavioral Approaches to Leadership	p. 250
Contingency Theories of Leadership	p. 253
Process Theories of Leadership	p. 259
Substitutes for Leadership	p. 262
14 Organizational Change	p. 268
How our Work Life is Changing	p. 269
Stages of Successful Change	p. 271
Resistance to Change	p. 273
Helping Individuals Cope with Change	p. 278
Organizational Development	p. 281
Name Index	p. 286
Subject Index	p. 291

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Summary

Summary

Author Notes

Table of Contents