Title Details

James L. Bowditch is the Stewardship & Planned Giving Officer for the Diocese of Maine. For the past two years, he was the Director of Development at Episcopal Divinity School. Prior to that he was Professor of Management in the Management & Information Systems Department at Saint Joseph's University, Philadelphia, PA, and earlier, Dean of the College of Business & Administration. He was also undergraduate dean and associate professor in the Carroll School of Management at Boston College. His research has been on the human effects of organizational transformation, with a focus on mergers and acquisitions. He has co-authored five books. He holds a B.A. from Yale in psychology, an M.A. from Yale in psychology, an M.A. from Western Michigan University in psychology and a Ph.D. in Industrial/Organizational psychology.

Chapter 1 MANAGEMENT AND ORGANIZATIONAL BEHAVIOR 1

Learning About Organizational Behavior 2

Ethics and Organizational Behavior 3

A Historical Framework for the Study of Management and OB 5

Early Management 7

Classical Management 8

Neoclassical Management and Organization Theory 12

Modern Management and Organization Theory 15

Societal Change and Organizational Behavior 20

OB and Advanced Information and Manufacturing Technologies 20

The Quality Movement 25

Discontent, Cynicism, and Fear in the Workplace 26

Sociodemographic Diversity in the Workplace 29

Fads and Foibles in Management 31

Conclusion 32

Notes 33

Chapter 2 PERCEPTION, ATTITUDES, AND INDIVIDUAL DIFFERENCES 41

Basic Internal Perceptual Organizing Patterns 42

Gestalt Psychology 42

External Factors in Perception 44

Social and Interpersonal Perception 45

Schemas and Scripts 45

Perceptual Distortion 46

Attribution Theory 49

Perception and Individual Differences 51

Personality 52

Self-Concept 54

Perception, Individual Differences, and Decision Making 55

Attitudes and Attitude Formation 57

Attitude Formation 58

Attitude Change 58

Emotional Intelligence 61

Conclusion: The Social Context of Judgment and Choice 62

Notes 63

Chapter 3 MOTIVATION 70

Managerial Assumptions about Human Nature 70

Static-Content Theories of Motivation 72

Maslow’s Hierarchy of Needs 72

Alderfer’s ERG Theory 74

McClelland’s Theory of Socially Acquired Needs 74

Needs and Goal Orientation 75

Herzberg’s Motivator-Hygiene Theory 76

Managerial Application: Work Design and Job Enrichment 78

Process Theories of Motivation 81

Expectancy Theory 82

Path-Goal Theory of Motivation 84

Goal-Setting Theory 84

Managerial Application: Management by Objectives 86

Environmentally Based Theories of Motivation 86

Operant Conditioning and Reinforcement Theory 87

Managerial Application: Organizational Behavior Modification 88

Punishment and Discipline 89

Social Comparison Theory 90

Intrinsic and Extrinsic Rewards and Motivation 93

Managerial Application: Gainsharing 94

Motivation and the Psychological Contract 95

Organizational Commitment and the Psychological Contract 96

Choosing an Appropriate Motivational Model 98

Contrasting Motivation and Learning 99

Conclusion 99

Notes 100

Chapter 4 COMMUNICATION 112

The Communication Process 112

Interpersonal Communication 114

Communication Modes 115

Barriers to Effective Communication 120

Improving Interpersonal Communication 122

Organizational Communication 125

Knowledge Management 125

Communication Networks 128

Organizational Symbols and Rituals 132

In-House Publications 132

Communication Roles 133

Media Richness and Communication Effectiveness 135

Envisioning and Communicating Organizational Change 138

Ethics in Organizational Communication 139

Conclusion 140

Notes 140

Chapter 5 GROUP DYNAMICS 148

Types of Groups 148

Primary and Secondary Groups 149

Formal and Informal Groups 149

Heterogeneous and Homogeneous Groups 150

Interacting and Nominal Groups 150

Permanent and Temporary Groups 152

Basic Attributes of Groups 152

Individual and Group Status 153

Roles 153

Norms 155

Cohesiveness 156

Group (Organizational) Commitment 158

Groupthink 158

Choice-Shift (Risky-Shift) Phenomenon 160

Social Loafing 161

Group Process and Development 162

Group Development 162

Group and Organizational Socialization 165

Observation of Group Process 167

Conclusion 171

Notes 172

Chapter 6 WORK TEAMS AND INTERGROUP RELATIONS: MANAGING COLLABORATION AND CONFLICT 179

Work Teams 179

Managing Teams 180

Teams and Social Identity Theory 181

Trust Building and Teamwork 182

Teams in Action 183

Virtual Teams 188

Team Conflict 193

Intergroup Relations 193

Group Interdependence 194

Intergroup Conflict 196

Conclusion: Implications for Managers 200

Notes 202

Chapter 7 LEADERSHIP, POWER, AND THE MANAGER 208

Leadership and Power 209

Power and Authority 209

Types of Power 210

The Need for Power in Managerial Performance 211

Theories of Leadership 212

Trait Theory 212

Behavioral and Functional Theories 214

Contingency Theories 221

Attribution Theory 228

Leader-Member Relations 229

Leadership and Management 230

Mintzberg’s Managerial Role Set 231

The Role of the General Manager 232

Implications for Management and Leadership 233

Substitutes for Leadership as Supervision 234

Transformational Leadership and Organizational Change 237

Gender, Power, and Leadership 240

Leadership: A Synthesis 241

Notes 243

Chapter 8 MACRO-ORGANIZATIONAL BEHAVIOR: THE ORGANIZATION’S ENVIRONMENT 251

Organizational Environment 251

Defining Organizational Environment 252

Environmental Change and Uncertainty 256

Organization-Environment Relations 261

Controlling the Environment 261

The International Environment 266

Globalization and Organizational Behavior 267

Transferability of Management Practices 269

Societal Culture and Management 271

Conclusion 274

Notes 275

Chapter 9 ORGANIZATION STRUCTURE AND DESIGN 282

Organizational Structure 283

Complexity 284

Formalization 286

Centralization 286

Key Organization Structure Challenges 286

Determinants of Structure 291

Organization Design 297

Simple Structure 298

The Functional Organization 299

The Divisionalized Form 301

Adhocracy 301

Market-Based, Network Organizational Forms 307

Conclusion 312

Notes 314

Chapter 10 ORGANIZATIONAL CULTURE AND EFFECTIVENESS 320

Organizational Culture 320

Uniqueness of Organizational Cultures 322

Objective and Subjective Organizational Culture 323

Organizational Subcultures 324

Summary 325

Diagnosing Organizational Culture 325

Culture Change in Organizations 328

Culture as Sustained Competitive Advantage 334

Ethical Considerations and Organizational Culture 334

Organizational Climate 335

Organizational Effectiveness 336

One-Dimensional Views of Effectiveness 336

Competing Values and Organizational Effectiveness 339

Conclusion 342

Notes 342

Chapter 11 ORGANIZATION DEVELOPMENT AND CHANGE 348

Organization Development 348

Laboratory Training 349

Survey Research and Feedback 349

Sociotechnical Systems 352

The Nature of Organization Development 353

Intervention Strategies and Change 361

Managing Organization Change 368

Changemakers 369

Approaches to Organizational Change 369

Enabling Large-Scale Organization Change 371

Interventions and Organizational Politics 372

Resistance, Support, and Coping with Change 373

Organizational Downsizing, Retrenchment, and Resizing 376

Conclusion 379

Notes 379

Appendix A THE RESEARCH PROCESS IN ORGANIZATIONAL BEHAVIOR 389

Appendix B STATISTICAL ANALYSIS 416

Appendix C HOW TO READ A RESEARCH-ORIENTED JOURNAL ARTICLE 430

Index 453