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Table Of Contents

Chapter 1: Organizational Behavior and Management
I. What Are Organizations?
A. Social Inventions
B. Goal Accomplishment
C. Group Effort
II. What Is Organizational Behavior?
III. Why Study Organizational Behavior?
A. Organizational Behavior is Interesting
B. Organizational Behavior is Important
C. Organizational Behavior Makes a Difference
IV. How Much Do You Know about Organizational Behavior?
V. Goals of Organizational Behavior
A. Predicting Organizational Behavior
B. Explaining Organizational Behavior
C. Managing Organizational Behavior
VI. Early Prescriptions Concerning Management
A. The Classical View and Bureaucracy
B. The Human Relations Movement and a Critique of Bureaucracy
VII. Contemporary Management — The Contingency Approach
VIII. What Do Managers Do?
A. Managerial Roles
B. Managerial Activities
C. Managerial Agendas
D. Managerial Minds
E. International Managers
IX. Some Contemporary Management Concerns
A. Diversity — Local and Global
B. Employee-Organization Relationships
C. A Focus on Quality, Speed, and Flexibility
D. Employee Recruitment and Retention
Chapter 2: Personality and Learning
I. What is Personality?
II. Personality and Organizational Behavior
A. The Five-Factor Model of Personality
B. Locus of Control
C. Self-Monitoring
D. Self-Esteem
E. Recent Developments in Personality and Organizational Behavior
III. What is Learning?
IV. Operant Learning Theory
V. Increasing the Probability of Behavior
A. Positive Reinforcement
B. Negative Reinforcement
C. Organizational Errors Involving Reinforcement
D. Reinforcement Strategies
VI. Reducing the Probability of Behavior
A. Extinction
B. Punishment
C. Using Punishment Effectively
VII. Social Cognitive Theory
A. Modeling
B. Self-Efficacy
C. Self-Regulation
VIII. Organizational Learning Practices
A. Organizational Behavior Modification
B. Employee Recognition Programs
C. Training Programs
D. Career Development
Chapter 3: Perception, Attribution, and Judgment of Others
I. What Is Perception?
II. Components of Perception
A. The Perceiver
B. The Target
C. The Situation
III. Social Identity Theory
V. Basic Biases in Person Perception
A. Primacy and Recency Effects
B. Reliance on Central Traits
C. Implicit Personality Theories
D. Projection
E. Stereotyping
VI. Attribution: Perceiving Causes and Motives
A. Consistency Cues
B. Consensus Cues
C. Distinctiveness Cues
D. Attribution in Action
E. Biases in Attribution
VII. Person Perception and Workforce Diversity
A. The Changing Workplace
B. Valuing Diversity
C. Stereotypes and Workforce Diversity
D. Managing Diversity
VIII. Perceptions of Trust
IX. Perceived organizational support
X. Person Perception in Human Resources
A. Perceptions in the Employment Interview
B. Perceptions of Recruitment and Selection
C. Perceptions and the Performance Appraisal
A. Objective and Subjective Measures
B. Rater Errors
Chapter 4: Values, Attitudes, and Work Behavior
I. What Are Values?
A. Occupational Differences in Values
B. Values Across Cultures
C. Implications of Cultural Variation
II. What Are Attitudes?
III. What Is Job Satisfaction?
IV. What Determines Job Satisfaction?
A. Discrepancy
B. Fairness
C. Disposition
D. Mood and Emotion
E. Key Contributors to Job Satisfaction
V. Consequences of Job Satisfaction
A. Absence from Work
B. Turnover
C. Performance
D. Organizational Citizenship Behavior
E. Customer Satisfaction and Profit
VI. What Is Organizational Commitment?
A. Key Contributors to Organizational Commitment
B. Consequences of Organizational Commitment
C. Changes in the Workplace and Employee Commitment
Chapter 6: Motivation in Practice
I. Money as a Motivator
A. Linking Pay to Performance on Production Jobs
B. Potential Problems with Wage Incentives
C. Linking Pay to Performance on White-Collar Jobs
D. Potential Problems with Merit Pay Plans
E. Using Pay to Motivate Teamwork
II. Job Design as a Motivator
A. Traditional Views of Job Design
B. Job Scope and Motivation
C. The Job Characteristics Model
D. Job Enrichment
E. Potential Problems with Job Enrichment
A. Flex-time
B. Compressed Workweek
C. Job Sharing
D. Telecommuting
Chapter 7: Groups and Teamwork
I. What Is a Group?
II. Group Development
A. Typical Stages of Group Development
B. Punctuated Equilibrium
III. Group Structure and Its Consequences
A. Group Size
B. Diversity of Group Membership
C. Group Norms
D. Roles
E. Status
IV. Group Cohesiveness
A. Factors Influencing Cohesiveness
B. Consequences of Cohesiveness
V. Social Loafing
VI. What Is a Team?
VII. Designing Effective Work Teams
A. Self-Managed Work Teams
B. Cross-Functional Teams
C. Virtual Teams
VIII. A Word of Caution: Teams as a Panacea
Chapter 8: Social Influence, Socialization, and Culture
I. Social Influence in Organizations
A. Information Dependence and Effect Dependence
II. Social Influence in Action
A. Motives for Social Conformity
B. The Subtle Power of Compliance
III. Organizational Socialization
A. Stages of Socialization
What advantages do insiders have over new hires?
B. Unrealistic Expectations and the Psychological Contract
IV. Methods of Socialization
A. Realistic Job Previews
B. Employee Orientation Programs
C. Socialization Tactics
D. Mentoring
Socialization Categories
Stages in the Socialization Process
Feldman’s Model of Organizational Socialization
E. Proactive Socialization: What Newcomers Can Do To Socialize Themselves
V. Organizational Culture
A. What is Organizational Culture?
B. The "Strong Culture" Concept
C. Core Cultural Characteristics
D. Forms of Organizational Culture:
E. Assets of Strong Cultures
F. Liabilities of Strong Cultures
G. Contributors to the Culture
H. Diagnosing a Culture
I. WHY AND HOW DOES ORGANIZATIONAL CULTURE CHANGE?
J. Keeping Culture Alive
Chapter 9: Leadership
I. What is Leadership?
II. Are Leaders Born? The Search for Leadership Traits
A. Research on Leadership Traits
B. Limitations of the Trait Approach
III. Lessons from Emergent Leadership
IV. The Behavior of Assigned Leaders
A. Consideration and Initiating Structure
B. The Consequences of Consideration and Structure
C. Leader Reward and Punishment Behaviors
V. Situational Theories of Leadership
A. Fiedler's Contingency Theory
B. House's Path-Goal Theory
VI. Participative Leadership: Involving Employees in Decisions
A. What is Participation?
B. Potential Advantages of Participative Leadership
There are several advantages of participative leadership
C. Potential Problems of Participative Leadership
D. A Situational Model of Participation
E. Does Participation Work?
VII. Leader-Member Exchange (LMX) Theory
VIII. Transformational and Transactional Leadership
A. Intellectual Stimulation
B. Individualized Consideration
C. Inspirational Motivation
D. Charisma
IX. Strategic Leadership
X. Culture and Global Leadership
A. Global Leadership
XI. Ethical Leadership
XII. Gender and Leadership Style
Chapter 10: Communication
I. What is Communication?
II. Basics of Organizational Communication
A. Communication by Strict Chain of Command
B. Deficiencies in the Chain of Command
III. Manager-Employee Communication
A. How Good Is Manager-Employee Communication?
B. Barriers to Effective Manager-Employee Communication
IV. The Grapevine
A. Characteristics of the Grapevine
B. Who Participates in the Grapevine?
C. Pros and Cons of the Grapevine
V. The Verbal Language of Work
VI. The Nonverbal Language of Work
A. Body Language
B. Props, Artifacts, and Costumes
VII. Gender Differences in Communication
VIII. Cross-Cultural Communication
A. Language Differences
B. Nonverbal Communication Across Cultures
C. Etiquette and Politeness Across Cultures
D. Social Conventions across Cultures
E. Cultural Context
IX. Computer-Mediated Communication
A. Basic Principles of Effective Communication
XI. Organizational Approaches to Improving Communication
A. 360-Degree Feedback
B. Employee Surveys and Survey Feedback
Chapter 16: Organizational Change, Development, and Innovation
I. The Concept of Organizational Change
A. Why Organizations Must Change
B. What Organizations Can Change
D. The Change Process
II. Issues in the Change Process
A. Diagnosis
B. Resistance
C. Evaluation and Institutionalization
III. Organizational Development: Planned Organizational Change
IV. Some Specific Organizational Development Strategies
A. Team Building
B. Survey Feedback
C. Total Quality Management
D. Reengineering
V. Does Organizational Development Work?
VI. The Innovation Process
A. What Is Innovation?
B. Generating and Implementing Innovative Ideas
C. Diffusing Innovative Ideas
VII. A Footnote: The Knowing-Doing Gap
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8432130 Organizational Behaviour Book Summary

8432130 Organizational Behaviour Book Summary

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Published by: atulaherwar on Dec 27, 2011
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