组织行为学 英文本PDF电子书下载

第1部分 导论 1

第1章 什么是组织行为学 1

Chapter 1 What Is Organizational Behavior? 1

PART ONE·INTRODUCTION 1

Chapter 1 What is Organizational Behavior? 1

PART ONE·INTRODUCTION 1

What Managers Do 2

Management Functions 2

Management Roles 3

Management Skills 4

Effective vs．Successful Managerial Activties 5

A Review of the Manager s Job 6

Enter Organizational Behavior 6

Replacing Intuition with Systematic Study 7

Psychology 9

Contributing Disciplines to the OB Field 9

Myth or Science? Preconceived Notions vs．Substantive Evidence 9

Social Psychology 11

Anthropology 11

Sociology 11

Political Science 12

There Are Few Absolutes in OB 12

Challenges and Opportunities for OB 12

Responding to Globalization 13

Managing Workforce Diversity 13

Improving Quality and Productivity 14

Improving People Skills 16

Empowering People 16

Coping with Temporariness 16

OB in the News Matsushita s New Temp Workers 17

Improving Ethical Behavior 18

Stimulating Innovation and Change 18

Coming Attractions:Developing an OB Model 19

An Overview 19

The Dependent Variables 19

The Independent Variables 22

Toward a Contingency OB Model 23

Summary and Implications for Managers 23

POINT/COUNTERPOINT:Successful Organizations Put People First 25

TEAM EXERCISE:Workforce Diversity 26

QUESTIONS FOR CRITICAL THINKING 26

QUESTIONS FOR REVIEW 26

CASE INCIDENT:Thanks for 24 Years of Service,Now Here s the Door! 28

INTERNET SEARCH EXERCISES 28

REAL OB Diversity-Jim Sierk,Allied Signal 31

INTEGRATIVE VIDEO CASE,PART ONE,INTRODUCTION-STARBUCKS AS THE FRONT PORCH 31

第2章 个体行为的基础 32

第2部分 个体 32

Chapter 2 Foundations of Individual Behavior 32

PART TWO·THE INDIVIDUAL 32

PART TWO·THE INDIVIDUAL 32

Chapter 2 Foundations of Individual Behavior 32

Biographical Characteristics 33

Age 34

Gender 35

Ability 36

Tenure 36

Martial Status 36

Intellectual Abilities 37

Physical Abilities 38

The Ability-Job Fit 38

Learning 39

A Definition of Learning 39

Theories of Learning 40

Shaping A Managerial Tool 43

Myth or Science? You Can t Teach an Old Dog New Tricks! 47

Some Specific Organizational Applications 48

OB in the News:OB Mod at Turner Bros．Trucking 49

From Concepts to Skills:Effective Discipline Skills 50

Summary and Implications for Managers 51

Biographical Characteristics 52

Ability 52

Learning 52

POINT/COUNTERPOINT:Individual Differences Explain Organizational Behavior 53

QUESTIONS FOR REVIEW 54

QUESTIONS FOR CRITICAL THINKING 54

TEAM EXERCISE:Positive and Negative Reinforcement 54

INTERNET SEARCH EXERCISES 55

CASE INCIDENT:Predicting Performance 55

第3章 价值观、态度和工作满意度 60

Chapter 3 Values,Attitudes,and Job Satisfaction 60

Chapter 3 Values,Attitudes,and Job Satisfaction 60

Importance of Values 62

Values 62

Types of Values 63

Values,Loyalty,and Ethical Behavior 65

Values Across Cultures 66

Attitudes 68

Types of Attitudes 68

Attitudes and Consistency 70

OB in the News:Attitudes Around the World 70

Cognitive Dissonance Theory 71

Measuring the A-B Relationship 72

An Application:Attitude Surveys 74

Attitudes and Workforce Diversity 75

From Concepts to Skills:Changing Attitudes 75

Job Satisfaction 76

Measuring Job Satisfaction 76

Myth or Science? Happy Workers Are Productive Workers 77

The Effect of Job Satisfaction on Employee Performance 77

How Employees Can Express Dissatisfaction 79

Job Satisfaction and OCB 80

Summary and Implications for Managers 80

POINT/COUNTERPOINT:Managers Can Create Satisfied Employees 82

QUESTIONS FOR REVIEW 83

QUESTIONS FOR CRITICAL THINKING 83

TEAM EXERCISE:Assessing Work Attitudes 83

INTERNET SEARCH EXERCISES 84

CASE INCIDENT:Will Voivo s Perks Give Ford Sticker Shock? 84

VIDEO CASE:Madison Park Greeting Cord Company 85

Chapter 4 Personality and Emotions 90

第4章 个性与情绪 90

Chapter 4 Personality and Emotions 90

Personality 91

Personality Determinants 92

What is Personality? 92

Personality Traits 94

Major Personality Attributes Influencing OB 96

Personality and National Culture 100

Myth or Science? Deep Down,People Are All Alike 100

Achieving Personality Fit 101

Emotions 103

Felt Versus Displayed Emotions 104

What Are Emotions? 104

Emotion Dimensions 105

Can People Be Emotionless? 106

Gender and Emotions 107

From Concepts to Skills:Reading Emotions 107

External Constraints on Emotions 108

OB Applications 109

OB in the News:Hiring for Emotional Intelligence at the Men s Wearhouse 110

Summary and Implications for Managers 112

Personality 112

Emotions 112

POINT/COUNTERPOINT:Traits Are Powerful Predictors of Behavior 113

INTERNET SEARCH EXERCISES 114

QUESTIONS FOR REVIEW 114

QUESTIONS FOR CRITICAL THINKING 114

TEAM EXERCISE: What Is a Team Personality 114

CASE INCIDENT:Using the Predictive Index 115

第5章 知觉与个体决策 120

Real OB Emotions and Personality-Geoff Gilpin,GTE 120

Chapter 5 Perception and Individual Decision Making 120

Chapter 5 Perception and Individual Decision Making 120

What Is Perception,and Why Is It Important? 121

Factors Influencing Perception 122

The Perceiver 122

The Target 123

The Situation 124

Person Perception:Making Judgments About Others 124

Attribution Theory 125

Frequently Used Shortcuts in Judging Others 126

Specific Applications in Organizations 129

The Link Between Perception and Individual Decision Making 131

How Should Decisions Be Made? 132

The Rational Decision-Making Process 132

Improving Creativity in Decision Making 133

How Are Decisions Actually Made in Organizations? 135

Bounded Rationality 135

Intuition 136

OB in the News:W．Brian Arthur Speaks Out on Intuition 138

Problem Identification 138

Alternative Development 139

Making Choices 139

Individual Differences:Decision-Making Styles 140

Organizational Constraints 142

Cultural Differences 143

What About Ethics in Decision Making? 143

Three Ethical Decision Criteria 144

Myth or Science? Ethical People Don t Do Unethical Things 144

Ethics and National Culture 145

Summary and Implications for Managers 145

Perception 145

Individual Decision Making 146

POINT/COUNTERPOINT:When Hiring Employees:Emphasize the Positive 148

QUESTIONS FOR CRITICAL THINKING 149

TEAM EXERCISE:Biases in Decision Making 149

QUESTIONS FOR REVIEW 149

ETHICAL DILEMMA:Five Ethical Decisions:What Would You Do? 150

INTERNET SEARCH EXERCISES 150

CASE INCIDENT:Good Decisions That Went Bad? 151

VIDEO CASE:The Fluker Cricket Farm 151

第6章 基本激励概念 154

Chapter 6 Basic Motivation Concepts 154

Chapter 6 Basic Motivation Concepts 154

What Is Motivation? 155

Early Theories of Motivation 156

Hierarchy of Needs Theory 156

Theory X and Theory Y 157

Myth or Science? People Are Inherently Lazy 158

Two-Factor Theory 158

Contemporary Theories of Motivation 160

ERG Theory 161

McClelland s Theory of Needs 162

Cognitive Evaluation Theory 164

Goal-Setting Theory 166

Reinforcement Theory 167

Equity Theory 168

Expectancy Theory 171

Don t Forget Ability and Opportunity 173

Integrating Contemporary Theories of Motivation 174

Caveat Emptor:Motivation Theories Are Culture Bound 175

Summary and Implications for Managers 177

POINT/COUNTERPOINT:Money Motivates! 179

QUESTIONS FOR REVIEW 180

QUESTIONS FOR CRITICAL THINKING 180

TEAM EXERCISE:What Do People Want from Their Jobs? 180

INTERNET SEARCH EXERCISES 181

CASE INCIDENT:Mativation(or Punishment) at Click Interactive Inc． 182

VIDEO CASE:Harbor Marine Corporation 182

REAL OB Motivation-Jim Sierk,Allied Signal 182

第7章 激励：从概念到应用 188

Chapter 7 Motivation:From Concept to Applications 188

Chapter 7 Motivation:From Concept to Applications 188

What Is MBO? 189

Management by Objectives 189

Linking MBO and Goal-Setting Theory 190

MBO in Practice 191

Employee Recognition Programs 191

What Are Employee Recognition Programs! 191

Linking Recognition Programs and Reiforcement Theory 192

Employee Recognition Programs in Practice 192

What Is Employee Involvement? 193

Employee Involvement Programs 193

Examples of Employee Involvement Programs 194

Linking Employee Involvement Programs and Motivation Theories 197

Employee Involvement Programs in Practice 197

Variable Pay Programs 198

What Are Variable-Pay Programs? 198

Variable-Pay Programs in Practice 200

Linking Variable-Pay Programs and Expectancy Theory 200

Skill-Based Pay Plans 201

OB in the News:Linking Executive Pay to Satisfaction at UAL 201

What Are Skill-Based Pay Plans? 202

Linking Skill-Based Pay Plans to Motivation Theories 203

Skill-Based Pay in Practice 203

Flexible Benefits 204

What Are Flexible Benefits? 204

Linking Flexible Benefits and Expectancy Theory 204

Special Issues in Motivation 205

Flexible Benefits in Practice 205

Motivating Professionals 205

Motivating Contingent Workers 206

Motivating the Diversified Workforce 206

Motivating Low-Skilled Service Workers 207

Motivating People Doing Highly Repetitive Tasks 207

Summary and Implications for Managers 208

POINT/COUNTERPOINT:The Power of Stock Options as a Motivator 209

TEAM EXERCISE:Goal-Setting Task 210

QUESTIONS FOR CRITICAL THINKING 210

QUESTIONS FOR REVIEW 210

ETHICAL DILEMMA:Are American CEOs Paid Too Much? 211

INTERNET SEARCH EXERCISES 211

CASE INCIDENT:The Memo 212

REAL OB Employee and Reward Recognition Programs-James Fripp,Taco Bell 215

INTEGRATIVE VIDEO CASE,PART TWO,THE INDIVIDUAL-BEING THE BEST AT DOC MARTENS:MOTIVATION AND VALUES AT A COMPANY WITH A ATTITUDE 215

PART THREE·THE GROUP 216

第3部分 群体 216

第8章 群体行为的基础 216

Chapter 8 Foundations of Group Behavior 216

PART THREE·THE GROUP 216

Chapter 8 Foundations of Group Behavior 216

Defining and Classifying Groups 217

Stages of Group Development 219

The Five-Stage Model 219

An Alternative Model:For Temporary Groups with Deadlines 220

Sociometry:Analyzing Group Interaction 221

OB in the News:Using Sociometry to Help Build Submarines 223

Toward Explaining Work Group Behavior 223

External Conditions Imposed on the Group 224

Group Member Resources 226

Personality Characteristics 226

Group Structure 226

Knowledge,Skills,and Abilities 226

Formal Leadership 227

Roles 227

Norms 230

Status 232

Size 234

Composition 235

Cohesiveness 237

Group Processes 238

Group Tasks 239

Group Decision Making 240

Groups vs．the Individual 240

Myth or Science? Two Heads Are Better Than One 241

Groupthink and Groupshift 242

Group Decision-Making Techniques 244

Summary and Implications for Managers 246

Performance 246

Satisfaction 247

POINT/COUNTERPOINT:All Jobs Should Be Designed Around Groups 248

QUESTIONS FOR REVIEW 249

QUESTIONS FOR CRITICAL THINKING 249

TEAM EXERCISE:Assessing Occupational Status 249

CASE INCIDENT:The Law Offices of Dickinson,Stilwell,and Gardner(DSG) 250

INTERNET SEARCH EXERCISES 250

VIDEO CASE:All Brand Appliance 251

Chapter 9 Understanding Work Teams 256

第9章 理解工作团队 256

Chapter 9 Understanding Work Teams 256

Why Have Teams Become So Popular? 257

Teams vs．Groups:What s the Difference? 258

Types of Teams 259

Problem-Solving Teams 259

Self-Managed Work Teams 260

Cross-Functional Teams 261

Virtual Teams 261

OB in the News:Virtual Teams at VeriFone 262

Beware!Teams Aren t Always the Answer 263

Creating Effective Teams 263

Work Design 264

Composition 264

Context 267

Process 268

The Challenge 269

Turning Individuals into Team Players 269

Shaping Team Players 270

Contemporary Issues in Managing Teams 271

Teams and Total Quality Management 271

Teams and Workforce Diversity 272

Reinvigorating Mature Teams 273

Summary and Implications for Managers 273

POINT/COUNTERPOINT:Teams Benefit Both Employees and the Organization 275

QUESTIONS FOR REVIEW 276

QUESTIONS FOR CRITICAL THINKING 276

TEAM EXERCISE:Building Effective Work Teams 276

INTERNET SEARCH EXERCISES 277

CASE INCIDENT:Tape Resources,Inc 277

VIDEO CASE:Jim Morris Environmental Tee Shirt COmpany 278

REAL OB Teams and Groups-James Fripp,Taco Bell 278

第10章 沟通 282

Chapter 10 Communication 282

Chapter 10 Communication 282

Functions of Communications 284

The Communication Process 285

A Communication Model 285

Barriers to Effective Communication 286

Communication Apprehension 288

Myth or Science? It s Not What You Say,It s What You Do 288

Communication Fundamentals 289

Direction of Communication 289

Formal vs．Informal Networks 290

Nonverbal Communications 293

Choice of Communication Channel 294

Communication Barriers Between Women and Men 296

Current Issues in Communication 296

Politically Correct Communication 297

Cross-Cultural Communication 298

Electronic Communications 301

From Concepts to Skills:Improving Your Communication Skills 302

Summary and Implications for Managers 304

POINT/COUNTERPOINT:Open-Book Management Improves the Bottom Line 306

QUESTIONS FOR REVIEW 307

QUESTIONS FOR CRITICAL THINKING 307

TEAM EXERCISE:The Impact of Attentive Listening Skills 307

INTERNET SEARCH EXERCISES 308

CASE INCIDENT:Have We Got a Communication Problem Here? 308

VIDEO CASE:Community Insurance Company 308

REAL OB Communication-Barbara Whittaker,GM 308

Chapter 11 Leadership and Trust 312

第11章 领导与信任 312

Chapter 11 Leadership and Trust 312

What Is Leadership? 313

Trait Theories 314

Behavioral Theories 315

University of Michigan Studies 316

Ohio State Studies 316

The Managerial Grid 317

Scandiavian Studies 317

Summary of Behavioral Theories 318

Contingency Theories 318

Fiedler Model 319

Hersey and Blanchard s Situational Theory 322

Leader-Member Exchange Theory 323

Path-Goal Theory 324

Leader-Participation Model 325

Sometimes Leadership Is Irrelevant! 326

Neocharismatic Theories 327

Charismatic Leadership 327

Transformational Leadership 329

Visionary Leadership 330

Myth or Science? Men Make Better Leaders Than Women 331

Contemporary Issues in Leadership 332

Emotional Intelligence and Leadership 332

Team Leadership 333

Moral Leadership 334

Cross-Cultural Leadership 335

Trust and Leadership 336

What Is Trust? 336

Trust as the Foundation of Leadership 337

OB in the News:Pamela Barefoot and the Blue Crab Bay Co． 337

Three Types of Trust 338

From Concepts to Skills:How Do You Build Trust? 339

Summary and Imlications for Managers 340

POINT/COUNTERPOINT:The Perils of Leadership Training 342

QUESTIONS FOR CRITICAL THINKING 343

QUESTIONS FOR REVIEW 343

TEAM EXERCISE:Practicing to Be Charismatic 343

INTERNET SEARCH EXERCISES 344

CASE INCIDENT:Jack Hartnett at D．L Rogers Corp． 344

VIDEO CASE:Ironbound Supply Company 345

REAL OB Leadership-Jim Sierk,Allied Signal 345

Chapter 12 Power and Politics 350

第12章 权力与政治 350

Chapter 12 Power and Politics 350

A Definition of Power 352

Contrasting Leadership and Power 352

Bases of Power 353

Coercive Power 353

Reward Power 354

Legitimate Power 354

Expert Power 355

Referent Power 355

Dependency:The Key to Power 355

The General Dependency Postulate 355

What Creates Dependency? 356

Identifying Where the Power Is 357

Power Tactics 358

Power in Groups:Coalitions 360

Sexual Harassment:Unequal Power in the Workplace 361

Politics:Power in Action 362

Definition 362

The Reality of Politics 363

Myth or Science? It s Not What You Know,It s Who You Know 365

Factors Contributing to Political Behavior 365

From Concepts to Skills:Politicking 368

Impression Mnagement 369

Defensive Behaviors 371

The Ethics of Behaving Politically 372

Summary and Implications for Managers 373

POINT/COUNTERPOINT:Empowerment Improves Employee Productivity 375

QUESTIONS FOR REVIEW 376

QUESTIONS FOR CRITICAL THINKING 376

TEAM EXERCISE:Understanding Power Dynamics 376

INTERNET SEARCH EXERCISES 377

CASE INCIDENT:Damned If You Do;Damned If You Don t 377

VIDEO CASE:Cloud 9 378

第13章 冲突与谈判 382

Chapter 13 Conflict and Negotiation 382

Chapter 13 Conflict and Negotiation 382

A Definition of Conflict 383

Transitions in Conflict Thought 384

The Traditional View 384

The Human Relations View 384

Stage 1:Potential Opposition or Incompatibility 385

The Conflict Process 385

Functional vs．Dysfunctional Conflict 385

The Interactionist View 385

Myth or Science? The Source of Most Conflicts Is Lack of Communication 388

Stage II:Cognition and Personalization 388

Stage III:Intentions 389

Stage IV:Behavior 391

Stage V:Outcomes 392

Negotiation 395

OB in the News:Behind the Labor Peace at Ford 396

Bargaining Strategies 396

The Negotiation Process 398

From Concepts to Skills:Negotiating 400

Issues in Negotiation 400

Summary and Implications for Managers 403

POINT/COUNTERPOINT:Conflict Benefits Organizations 405

QUESTIONS FOR REVIEW 406

QUESTIONS FOR CRITICAL THINKING 406

TEAM EXERCISE:A Negotiation Role Play 406

INTERNET SEARCH EXERCISES 407

CASE INCIDENT:Working at Thinklink 407

INTEGRATIVE VIDEO CASE,PART THREE,THE GROUP-A COACH FOR ALL SEASONS:EFFECTIVE GROUP BEHAVIOR CAN BE LEARNED 411

Chapter 14 Foundations of Organization Structure 412

Chapter 14 Foundations of Organization Structure 412

PART FOUR·THE ORGANIZATION SYSTEM 412

第4部分 组织系统 412

PART FOUR·THE ORGANIZATION SYSTEM 412

第14章 组织结构的基础 412

What Is Organizational Structure? 413

Work Specialization 414

Departmentalization 415

Chain of Command 417

Span of Control 418

Centralization and Decentralization 419

Formalization 420

From Concepts to Skills:Delegating Authority 421

Common Organizational Designs 422

The Simple Structure 422

The Bureaucracy 423

The Matrix Structure 424

New Design Options 425

The Team Structure 425

The Virtual Organization 426

The Boundaryless Organization 428

Why Do Structures Differ? 429

Strategy 430

Technology 431

Organization Size 431

Environment 432

Myth or Science? Bureaucracy Is Dead 434

Organiational Designs and Employee Behavior 434

Summary and Implications for Managers 436

POINT/COUNTERPOINT:The Case for Flexibility in Organization Design 438

QUESTIONS FOR REVIEW 439

QUESTIONS FOR CRITICAL THINKING 439

TEAM EXERCISE:Authority Figures 439

ETHICAL DILEMMA:Employee Monitoring:How Far Is Too Far? 440

INTERNET SEARCH EXERCISES 440

CASE INCIDENT:Motorola Inc:What Went Wrong? 441

VIDEO CASE:Urocor 441

REAL OB Spans of Control-James Fripp,Taco Bell 441

Chapter 15 Work Design and Technology 444

第15章 工作设计与技术 444

Chapter 15 Work Design and Technology 444

Conceptual Frameworks for Analyzing Work Tasks 445

Requiste Task Attributes Theory 446

The Job Characteristics Model 447

Social Information Processing Model 449

Myth or Science? Everyone Wants a Challenging Job 450

Technology and New Work Designs 450

Continuous Improvement Processes 451

Reengineering Work Processes 452

Flexible Manufacturing Systems 454

Worker Obsolescence 455

Work Space Design 456

OB in the News:The Remaking of LLG 456

Size 457

Arrangement 457

Privacy 457

Work Space Design and Productivity 458

Work Redesign Options 459

Job Rotation 459

Job Enlargement 460

Job Enrichment 460

From Concepts to Skills:Designing Enriched Jobs 461

Team-Based Work Designs Revisited 461

Work Schedule Options 462

Compressed Workweek 462

Flextime 463

Job Sharing 464

Telecommuting 464

Summary and Implications for Managers 466

POINT/COUNTERPOINT:Jobs Are Becoming Obsolete 467

QUESTIONS FOR REVIEW 468

QUESTIONS FOR CRITICAL THINKING 468

TEAM EXERCISE:Analyzing and Redesigning Jobs 468

INTERNET SEARCH EXERCISES 469

CASE INCIDENT:One Man s Saturn Experience 469

VIDEO CASE:The King Company 470

Chapter 16 Human Resource Policles and Practices 474

第16章 人力资源政策与实践 474

Chapter 16 Human Resource Policies and Practices 474

Job Analysis 475

Selection Practices 475

Selection Devices 476

From Concepts to Skills:Selection Interviewing 478

Myth or Science? It s First Impressions That Count 480

Training and Development Programs 480

Types of Training 480

Training Methods 482

Individualize Formal Training to Fit the Employee s Learning Style 483

Career Development 483

Performance Evaluation 485

Purposes of Performance Evaluation 485

Performance Evaluation and Motivation 486

What Do We Evaluate? 487

Who Should Do the Evaluation? 488

Methods of Performance Evaluation 490

Suggestions for Improving Performance Evaluations 491

Providing Performance Feedback 493

What About Team Performance Evaluations? 494

The Union-Management Interface 494

International Human Resource Practices:Selected Issues 496

Selection 496

Performance Evaluation 496

Managing Diversity in Organizations 497

Family-Friendly Workplaces 497

Diversity Training 498

Mentoring Programs 498

Summary and Implications for Managers 499

Selection Practices 499

Training and Development Programs 500

Performance Evaluation 500

Union-Management Interface 500

POINT/COUNTERPOINT:Layoffs Are an Indication of Management Failures 501

QUESTIONS FOR REVIEW 502

QUESTIONS FOR CRITICAL THINKING 502

TEAM EXERCISE:Evaluating Performance and Providing Feedback 502

ETHICAL DILEMMA:What s the Right Balance Between Work and Family? 503

INTERNET SEARCH EXERCISES 503

CASE INCIDENT:Is This any Way to Run a Business? 503

REAL OB Flexible Policles-Barbaro Whittaker,GM 503

第17章 组织文化 508

Chapter 17 Organizational Culture 508

Chaptet 17 Organizational Culture 508

Institutionalization:A Forerunner of Culture 509

What Is Organizational Culture? 510

A Definition 510

Culture Is a Descriptive Term 511

Do Organizations Have Uniform Cultures? 511

From Concepts to Skills:How to Read an Organization s Culture 513

Culture vs．Formalization 514

Organizational Culture vs．National Culture 514

Strong vs．Weak Cultures 514

What Do Cultures Do? 515

Culture s Functions 515

Culture as a Liability 516

Myth or Science? Succes Breeds Success 517

Creating and Sustaining Culture 518

How a Culture Begins 518

Keeping a Culture Alive 518

OB in the News:Learning the Disney Culture 519

Summary:How Cultures Form 523

How Employees Learn Culture 524

Stories 524

Rituals 524

Material Symbols 525

Language 526

Matching People with Cultures 526

Summary and Implications for Managers 528

POINT/COUNTERPOINT:Organizational Cultures Can t Be Changed 530

REAL OB Corporate Culture-Duke Rohlen,Blue Chalk Cafe 531

INTEGRATIVE VIDEO CASE,PART FOUR,THE ORGANIZATION SYSTEMS-IT S IMPOSSIBLE NOT TO DO YOUR WORK:HUMAN RESOURCE PRACTICES AT THE SANEST COMPANY IN AMERICA 531

QUESTIONS FOR REVIEW 531

QUESTIONS FOR CRITICAL THINKING 531

TEAM EXERCISE:Rate Your Classroom Culture 531

QUESTIONS FOR CRITICAL THINKING 531

TEAM EXERCISE:Rate Your Classroom Culture 531

ETHICAL DILEMMA:Cultural Factors and Unethical Behavior 532

ETHICAL DILEMMA:Cultural Factors and Unethical Behavior 532

CASE INCIDENT:Shaking Up P G 533

INTERNET SEARCH EXERCISES 533

VIDEO CASE:The Jagged Edge 534

第5部分 组织动力 538

第18章 组织变革与压力管理 538

PART FIVE·ORGANIZATIONAL DYNAMICS 538

PART FIVE·ORGANIZATIONAL DYNAMICS 538

Chapter 18 Organizational Change and Stress Management 538

Chapter 18 Organizational Change and Stress Management 538

Forces for Change 540

Managing Planned Change 541

What Can Change Agents Change? 543

Changing Structure 543

Changing the Physical Setting 544

Changing People 544

Changing Technology 544

Resistance to Change 545

Individual Resistance 545

Organizational Resistance 547

Overcoming Resistance to Change 548

The Politics of Change 549

From Concepts to Skills:Assessing the Climate for Change 550

Approaches to Managing Organizational Change 551

Lewin s Three-Step Model 551

Action Research 552

Organizational Development 553

Contemporary Change Issues for Today s Managers 557

Innovation 557

Creating a Learning Organization 559

Managing Change:It s Culture Bound! 562

Work Stress and Its Management 563

What Is Stress? 563

Understanding Stress and Its Consequences 564

Potential Sources of Stress 565

Individual Differences 567

Consequences of Stress 568

OB in the News:Canadian Study Finds Demanding Job Plus Lack of Power Equals Stress 569

Managing Stress 570

Summary and Implications for Managers 572

POINT/COUNTERPOINT:Managing Change Is an Episodic Activity 574

QUESTIONS FOR REVIEW 575

QUESTIONS FOR CRITICAL THINKING 575

TEAM EXERCISE:The Beacon Aircraft Company 575

INTERNET SEARCH EXERCISES 576

CASE INCIDENT:Wisconsin Art Greetings 576

VIDEO CASE:Boardroom Incorporated 577

REAL OB Changes and Stress-Barbara Whittaker,GM 581

INTEGRATIVE VIDEO CASE,PART FIVE,ORGANIZATIONAL DYNAMICS- SEE THE WIND BLOW AT WATERFORD CRYSTAL:CHANGE AND INNOVATION AT THE WORLD S FINEST GLASSMAKER 581

附录A组织行为学的历史沿革 582

Appendix A:The Historical Evolution of Orgnizational Behavior 582

Appendix A The Historical Evolution of Organizational Behavior 582

附录B组织行为学的研究 594

Appendix B Research in Organizational Behavior 594

Appendix B:Research in Organizational Behavior 594

Illustration Credits 602

Name Index 603

人名索引 603

Name Index 603

组织索引 618

Organization．Index 618

Organization Index 618

Glindex(A Combined Glossary/Subject Index) 622

Glindex(A Combined Glossary/Subject Index) 622

术语索引 622