1.4 A Model of Organizational Behavior and Management - Organizational Behavior | OpenStax
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Organizational Behavior1.4 A Model of Organizational Behavior and Management
Organizational Behavior1.4 A Model of Organizational Behavior and Management
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Table of contents
Preface
1 Management and Organizational Behavio
Introduction
1.1 The Nature of Work
1.2 The Changing Workplace
1.3 The Nature of Management
1.4 A Model of Organizational Behavior and Management
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Critical Thinking Case
2 Individual and Cultural Differences
Introduction
2.1 Individual and Cultural Factors in Employee Performance
2.2 Employee Abilities and Skills
2.3 Personality: An Introduction
2.4 Personality and Work Behavio
2.5 Personality and Organization: A Basic Conflict?
2.6 Personal Values and Ethics
2.7 Cultural Differences
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
3 Perception and Job Attitudes
Introduction
3.1 The Perceptual Process
3.2 Ba
iers to Accurate Social Perception
3.3 Attributions: Interpreting the Causes of Behavio
3.4 Attitudes and Behavio
3.5 Work-Related Attitudes
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
4 Learning and Reinforcement
Introduction
4.1 Basic Models of Learning
4.2 Reinforcement and Behavioral Change
4.3 Behavior Modification in Organizations
4.4 Behavioral Self-Management
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
5 Diversity in Organizations
Introduction
5.1 An Introduction to Workplace Diversity
5.2 Diversity and the Workforce
5.3 Diversity and Its Impact on Companies
5.4 Challenges of Diversity
5.5 Key Diversity Theories
5.6 Benefits and Challenges of Workplace Diversity
5.7 Recommendations for Managing Diversity
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
6 Perception and Managerial Decision Making
Introduction
6.1 Overview of Managerial Decision-Making
6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
6.3 Programmed and Nonprogrammed Decisions
6.4 Ba
iers to Effective Decision-Making
6.5 Improving the Quality of Decision-Making
6.6 Group Decision-Making
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
7 Work Motivation for Performance
Introduction
7.1 Motivation: Direction and Intensity
7.2 Content Theories of Motivation
7.3 Process Theories of Motivation
7.4 Recent Research on Motivation Theories
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
8 Performance Appraisal and Rewards
Introduction
8.1 Performance Appraisal Systems
8.2 Techniques of Performance Appraisal
8.3 Feedback
8.4 Reward Systems in Organizations
8.5 Individual and Group Incentive Plans
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
9 Group and Intergroup Relations
Introduction
9.1 Work Groups: Basic Considerations
9.2 Work Group Structure
9.3 Managing Effective Work Groups
9.4 Intergroup Behavior and Performance
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
10 Understanding and Managing Work Teams
Introduction
10.1 Teamwork in the Workplace
10.2 Team Development Over Time
10.3 Things to Consider When Managing Teams
10.4 Opportunities and Challenges to Team Building
10.5 Team Diversity
10.6 Multicultural Teams
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
11 Communication
Introduction
11.1 The Process of Managerial Communication
11.2 Types of Communications in Organizations
11.3 Factors Affecting Communications and the Roles of Managers
11.4 Managerial Communication and Corporate Reputation
11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
12 Leadership
Introduction
12.1 The Nature of Leadership
12.2 The Leadership Process
12.3 Leader Emergence
12.4 The Trait Approach to Leadership
12.5 Behavioral Approaches to Leadership
12.6 Situational (Contingency) Approaches to Leadership
12.7 Substitutes for and Neutralizers of Leadership
12.8 Transformational, Visionary, and Charismatic Leadership
12.9 Leadership Needs in the 21st Century
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
13 Organizational Power and Politics
Introduction
13.1 Power in Interpersonal Relations
13.2 Uses of Powe
13.3 Political Behavior in Organizations
13.4 Limiting the Influence of Political Behavio
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
14 Conflict and Negotiations
Introduction
14.1 Conflict in Organizations: Basic Considerations
14.2 Causes of Conflict in Organizations
14.3 Resolving Conflict in Organizations
14.4 Negotiation Behavio
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
15 External and Internal Organizational Environments and Corporate Culture
Introduction
15.1 The Organization's External Environment
15.2 External Environments and Industries
15.3 Organizational Designs and Structures
15.4 The Internal Organization and External Environments
15.5 Corporate Cultures
15.6 Organizing for Change in the 21st Century
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
16 Organizational Structure and Change
Introduction
16.1 Organizational Structures and Design
16.2 Organizational Change
16.3 Managing Change
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
17 Human Resource Management
Introduction
17.1 An Introduction to Human Resource Management
17.2 Human Resource Management and Compliance
17.3 Performance Management
17.4 Influencing Employee Performance and Motivation
17.5 Building an Organization for the Future
17.6 Talent Development and Succession Planning
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
18 Stress and Well Being
Introduction
18.1 Problems of Work Adjustment
18.2 Organizational Influences on Stress
18.3 Buffering Effects of Work related Stress
18.4 Coping with Work related Stress
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Critical Thinking Case
19 Entrepreneurship
Introduction
19.1 Overview of Entrepreneurship
19.2 Characteristics of Successful Entrepreneurs
19.3 Business Model Canvas
19.4 New Venture Financing
19.5 Design Thinking
19.6 Optimal Support for Entrepreneurship
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case
A | Scientific Method in Organizational Research
B | Scoring Keys for Self-Assessment Exercises
References
Index
What is the role of the behavioral sciences in management and organizations?
A major responsibility—perhaps the major responsibility—of managers is to make organizations operate effectively. Bringing about effective performance, however, is no easy task. As Nadler and Tushman note:
Understanding one individual’s behavior is challenging in and of itself; understanding a group that’s made up of different individuals and comprehending the many relationships among those individuals is even more complex. Imagine, then, the mind-boggling complexity of a large organization made up of thousands of individuals and hundreds of groups with myriad relationships among these individuals and groups.11
Despite this difficulty, however, organizations must be managed. Nadler and Tushman continue:
Ultimately the organization’s work gets done through people, individually or collectively, on their own or in collaboration with technology. Therefore, the management of organizational behavior is central to the management task—a task that involves the capacity to understand the behavior patterns of individuals, groups, and organizations, to predict what behavioral responses will be elicited by various managerial actions, and finally to use this understanding and these predictions to achieve control.12
The work of society is accomplished largely through organizations, and the role of management is to see to it that organizations perform this work. Without it, the wheels of society would soon grind to a halt.
What Is Organizational Behavior?
The study of the behavior of people in organizations is typically refe
ed to as organizational behavior. Here, the focus is on applying what we can learn from the social and behavioral sciences so we can better understand and predict human behavior at work. We examine such behavior on three levels—the individual, the group, and the organization as a whole. In all three cases, we seek to learn more about what causes people—individually or collectively—to behave as they do in organizational settings. What motivates people? What makes some employees leaders and others not? Why do groups often work in opposition to their employer? How do organizations respond to changes in their external environments? How do people communicate and make decisions? Questions such as these constitute the domain of organizational behavior and are the focus of this course.
To a large extent, we can apply what has been learned from psychology, sociology, and cultural anthropology. In addition, we can learn from economics and political science. All of these disciplines have something to say about life in organizations. However, what sets organizational behavior apart is its particular focus on the organization (not the discipline) in organizational analysis (see Exhibit 1.8). Thus, if we wish to examine a problem of employee motivation, for example, we can draw upon economic theories of wage structures in the workplace. At the same time, we can also draw on the psychological theories of motivation and incentives as they relate to work. We can
ing in sociological treatments of social forces on behavior, and we can make use of anthropological studies of cultural influences on individual performance. It is this conceptual richness that establishes organizational behavior as a unique applied discipline. And throughout our analyses, we are continually concerned with the implications of what we learn for the quality of working life and organizational performance. We always look for management implications so the managers of the future can develop more humane and more competitive organizations for the future.
Exhibit 1.8 Origins of Organizational Behavior (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license)
For convenience, we often differentiate between micro- and macro-organizational behavior. Micro-organizational behavior is primarily concerned with the behavior of individuals and groups, while macro-organizational behavior (also refe
ed to as organization theory) is concerned with organization-wide issues, such as organization design and the relations between an organization and its environment. Although there are times when this distinction is helpful, it is always important to remember that in most instances we learn the most when we take a comprehensive view of organizational behavior and integrate these two perspectives. That is, issues such as organization structure can influence employee motivation. Hence, by keeping these two realms separate we lose valuable information that can help us better understand how to manage organizations.
Exhibit 1.9 Invo new Hire Xinyu Liu was hired as the studio as a designer at Invo, a Massachusetts-based firm. Prior to joining Invo, she was a user experience researcher at Samsung, where she investigated how to apply future technologies in everyday living. Changing behavior for good was a key component of the R&D work, leveraging invisible sensing tech, devising emotional effects, and crafting just-in-time graphic communication. Her wide-ranging skills, from analyzing social behavior to 3D modeling to electronics to UI design, are well-suited for the