| Document Type
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BL
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| Record Number
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1024344
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| Doc. No
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b778714
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| Main Entry
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Robbins, Stephen P.,1943-
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| Title & Author
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Essentials of organizational behavior /\ Stephen P. Robbins.
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| Edition Statement
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7th ed.
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| Publication Statement
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Upper Saddle River, N.J. :: Prentice Hall,, c 2003.
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| Page. NO
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xv, 300 pages :: illustrations ;; 23 cm
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| ISBN
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0130087629
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: 0130353094
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: 0131214489
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: 9780130087621
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: 9780130353092
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: 9780131214484
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| Bibliographies/Indexes
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Includes bibliographical references and index.
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| Contents
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Part I. Prologue -- 1. Introduction to Organizational Behavior -- The Field of Organizational Behavior -- Goals of Organizational Behavior -- Challenges and Opportunities for OB: A Managerial Perspective -- Part II. The Individual in the Organization -- 2. Foundations of Individual Behavior -- Values -- Attitudes -- Perception -- Learning -- Implications for Managers -- 3. Personality and Emotions -- Personality -- Emotions -- Implications for Managers -- 4. Basic Motivation Concepts -- What Is Motivation? -- Early Theories of Motivation -- Contemporary Theories of Motivation -- Don't Forget: Motivation Theories Are Culture-Bound! -- Implications for Managers -- 5. Motivation: From Concepts to Applications -- Management by Objectives -- Behavior Modification -- Employee Recognition Programs -- Employee Involvement Programs -- Variable-Pay Programs -- Skill-Based Pay Plans -- Implications for Managers -- 6. Individual Decision Making -- How Should Decisions Be Made? -- How Decisions Are Actually Made in Organizations -- Ethics in Decision Making -- Implications for Managers -- Part III. Groups in the Organization -- 7. Foundations of Group Behavior -- Defining and Classifying Groups -- Basic Group Concepts -- Group Decision Making -- Implications for Managers -- 8. Understanding Work Teams -- Why Have Teams Become So Popular? -- Teams Versus Groups: What's the Difference? -- Types of Teams -- Creating Effective Teams -- Turning Individuals into Team Players -- Implications for Managers -- 9. Communication -- Functions of Communication -- The Communication Process -- Direction of Communication -- Interpersonal Communication -- Organizational Communication -- Barriers to Effective Communication -- Cross-Cultural Communication -- Ethics in Communication: Is It Wrong to Tell a Lie? -- Implications for Managers -- 10. Leadership and Creating Trust -- What Is Leadership? -- Trait Theories -- Behavioral Theories -- Contingency Theories -- Trait Theories Updated: Charismatic Leadership -- Visionary Leadership -- Team Leadership -- Is Leadership Always Relevant? -- Trust and Leadership -- Implications for Managers -- 11. Power and Politics -- A Definition of Power -- Contrasting Leadership and Power -- Bases of Power -- Dependency: The Key to Power -- Power in Groups: Coalitions -- Power and Sexual Harassment -- Politics: Power in Action -- Implications for Managers -- 12. Conflict and Negotiation -- A Definition of Conflict -- Transitions in Conflict Thought -- Differentiating Functional from Dysfunctional Conflicts -- The Conflict Process -- Negotiation -- Implications for Managers -- Part IV. The Organization System -- 13. Foundations of Organization Structure -- What Is Organization Structure? -- Common Organizational Designs -- New Options -- Why Do Structures Differ? -- Organization Structure and Employee Behavior -- Implications for Managers -- 14. Technology and Work Design -- Technology in the Workplace -- Organizational Behavior in an E-World -- Work Design -- Implications for Managers -- 15. Human Resource Policies and Practices -- Employee Selection -- Training Programs -- Performance Appraisal -- Implications for Managers -- 16. Organizational Culture -- Defining Organizational Culture -- What Does Culture Do? -- Creating and Sustaining Culture -- How Employees Learn Culture -- Managing Cultural Change -- Creating an Ethical Organizational Culture -- Spirituality and Organizational Culture -- Organizational Culture versus National Culture -- Organizational Culture and the Paradox of Diversity -- Implications for Managers -- 17. Organizational Change and Development -- Forces for Change -- Managing Planned Change -- Two Views of Change -- Resistance to Change -- Managing Change Through Organizational Development -- Contemporary Issues in Organizational Change -- Implications for Managers.
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| Subject
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Organizational behavior.
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Comportement organisationnel.
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Organisationsverhalten
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Organizational behavior.
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Organisatiegedrag.
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| Dewey Classification
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658.3
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| LC Classification
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HD58.7.R6 2003
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| NLM classification
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85.08bcl
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QP 342rvk
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