Klappentext For undergraduate and graduate-level courses in Organizational Behavior! Leadership! and Organizational Development. Forty years in the making! Management of Organizational Behavior is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology. Zusammenfassung Forty years in the making, Management of Organizational Behavio r is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology. Inhaltsverzeichnis Chapter 1 Management: An Applied Behavioral Sciences Approach The Purpose of Management The Impact of These Trends Organizations as Sources of Competitive Advantage The Challenges of Leading an Organization Distinctions between Management and Leadership Management Defined Leadership Defined Are Management and Leadership Really Necessary? Three Competencies of Leadership Management Process Skills of a Manager Organizations as Social Systems Ingredients for Effective Human Skills Understanding Behavior Predicting Behavior Directing, Changing, and Influencing Behavior Learning to Apply Behavioral Science Theory Chapter 2 Motivation and Behavior Theories of Behavior Goal-Oriented Behavior Motives Goals Motive Strength Changes in Motive Strength Categories of Activities Motives, Goals, and Activities Expectancy Theory Availability Hierarchy of Needs Motivational Research Physiological Needs Safety Needs Social Needs Esteem Needs Self-Actualization Needs Chapter 3 Motivating The Hawthorne Studies Elton Mayo Theory X and Theory Y Douglas McGregor Informal Work Groups George C. Homans Increasing Interpersonal Competence Chris Argyris Argyris's Immaturity-Maturity Theory Motivation-Hygiene Theory Frederick Herzberg Hygiene Factors Motivators The Relationship of Herzberg's Theory to Maslow's Theory Job Enrichment Summary Chapter 4 Leadership: An Initial Perspective Leadership Defined The Vision into Performance Model The ACHIEVE Model Background Using the ACHIEVE Model Legacies of the Past Schools of Organizational Theory Scientific Management MovementFrederick Winslow Taylor Human Relations MovementElton Mayo Trait Approaches to Leadership Negative Leadership Traits Attitudinal Approaches Ohio State Leadership Studies Michigan Leadership Studies Group Dynamics Studies Rensis Likert's Management Systems Theory into Practice The Leadership Grid®Robert R. Blake and Anne Adams McCanse Is There a Best Style of Leadership? Preview Chapter 5 Leadership: Situational Approaches Situational Approaches to Leadership Tannenbaum-Schmidt Continuum of Leader Behavior Fiedler's Contingency Model House-Mitchell Path-Goal Theory Vroom-Yetton Contingency Model Hersey-Blanchard Tridimensional Leader Effectiveness Model Effectiveness Dimension Instrumentation What about Consistency? Attitude versus Behavior Summary Chapter 6 Determining Effectiveness Management Effectiveness versus Leadership Effectiveness Successful Leadership ...

Klappentext

For undergraduate and graduate-level courses in Organizational Behavior, Leadership, and Organizational Development. Forty years in the making, Management of Organizational Behavior is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.

Zusammenfassung

Forty years in the making, Management of Organizational Behavio r is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.

Inhalt

Chapter 1 Management: An Applied Behavioral Sciences Approach

The Purpose of Management

The Impact of These Trends

Organizations as Sources of Competitive Advantage

The Challenges of Leading an Organization

Distinctions between Management and Leadership

Management Defined

Leadership Defined

Are Management and Leadership Really Necessary?

Three Competencies of Leadership

Management Process

Skills of a Manager

Organizations as Social Systems

Ingredients for Effective Human Skills

Understanding Behavior

Predicting Behavior

Directing, Changing, and Influencing Behavior

Learning to Apply Behavioral Science Theory

Chapter 2 Motivation and Behavior

Theories of Behavior

Goal-Oriented Behavior

Motives

Goals

Motive Strength

Changes in Motive Strength

Categories of Activities

Motives, Goals, and Activities

Expectancy Theory

Availability

Hierarchy of Needs

Motivational Research

Physiological Needs

Safety Needs

Social Needs

Esteem Needs

Self-Actualization Needs

Chapter 3 Motivating

The Hawthorne Studies Elton Mayo

Theory X and Theory Y Douglas McGregor

Informal Work Groups George C. Homans

Increasing Interpersonal Competence Chris Argyris

Argyris’s Immaturity-Maturity Theory

Motivation-Hygiene Theory Frederick Herzberg

Hygiene Factors

Motivators

The Relationship of Herzberg’s Theory to Maslow’s Theory

Job Enrichment

Summary

Chapter 4 Leadership: An Initial Perspective

Leadership Defined

The Vision into Performance Model

The ACHIEVE Model

Background

Using the ACHIEVE Model

Legacies of the Past

Schools of Organizational Theory

Scientific Management Movement—Frederick Winslow Taylor

Human Relations Movement—Elton Mayo

Trait Approaches to Leadership

Negative Leadership Traits

Attitudinal Approaches

Ohio State Leadership Studies

Michigan Leadership Studies

Group Dynamics Studies

Rensis Likert’s Management Systems

Theory into Practice

The Leadership Grid®—Robert R. Blake and Anne Adams McCanse

Is There a Best Style of Leadership?

Preview

Chapter 5 Leadership: Situational Approaches

Situational Approaches to Leadership

Tannenbaum-Schmidt Continuum of Leader Behavior

Fiedler’s Contingency Model

House-Mitchell Path-Goal Theory

Vroom-Yetton Contingency Model

Hersey-Blanchard Tridimensional Leader Effectiveness Model

Effectiveness Dimension

Instrumentation

What about Consistency?

Attitude versus Behavior

Summary

Chapter 6 Determining Effectiveness

Management Effectiveness versus Leadership Effectiveness

Successful Leadership versus Effective Leadership

What Determines Organizational Effectiveness?

Causal Variables

Intervening Variables

Output, or End Result, Variables

Long-Term Goals versus Short-Term Goals

Organizational Dilemma

Participation and Effectiveness

Management by Objectives

Style and Effectiveness

Chapter 7 Situational Leadership®

Situational Leadership®

The Center for Leadership Studies

Basic Concept of Situational Leadership®

Performance Readiness® of the Followers or Group

Performance Readiness® Defined

Going from R1 to R2 to R3

Selecting Appropriate Styles

Matching Performance Readiness® Level 1 with Leadership Style 1—Telling

Matching Performance Readiness® Level 2 with Leadership Style 2—Selling

Matching Performance Readiness® Level 3 with Leadership Style 3—Participating

Matching Performance Readiness® Level 4 with Leadership Style 4—Delegating

Appropriate Leadership Styles

Application of Situational Leadership®

Determining Appropriate Style

Effective Task Statements

Direction of Performance Readiness® Change

Instruments to Measure Performance Readiness®

Components of Leadership Style

Chapter 8 Situational Leadership®: The Perception, and Impact of Power

Power Defined

Position Power and Personal Power

Selling within Your Own Organization

Additional Bases of Power

The Perception o…