当代组织行为学PDF电子书下载

Chapter 1 The Person and the Organization 1

Chapter 2 Understanding People and Their Behavior 21

Chapter 3 Ethics and Values 41

Chapter 4 Communication 55

Chapter 5 Power and Influence in Organizations 75

Chapter 6 Relationships and Social Networks 91

Chapter 7 Decision Making 109

Chapter 8 Conflict Management and Negotiation 131

Chapter 9 Leading and Managing Teams 153

Chapter 10 Leadership 175

Chapter 11 Organizational Change 199

Chapter 12 Fairness and Justice 219

Chapter 13 Diversity and Culture 235

Chapter 14 The Virtual Workplace 255

Glossary 271

Photo Credits 280

Chapter 1 The Person and the Organization 1

Organizational Life 2

Defining Organizational Behavior 4

Content Areas of OB 4

Level of Analysis 4

Guiding Principles of OB 6

Skills 6

Technical Skills 7

Decision-Making and Judgment Skills 8

Interpersonal Skills 8

Ethical and Moral Skills 8

Self-Knowledge Skills 9

Key Tensions and Challenges for People in Organizations 9

Self versus Organizational Interest 9

Task versus People Focus 9

Work versus Family 10

Exploration versus Exploitation 11

Promotion versus Prevention 11

Depth of Knowledge versus Breadth of Knowledge 11

Postscript 12

Building a Body of OB Science 12

Methods of OB 12

Learning 16

You Are a Work in Progress 16

Engage in Double-Loop versus Single-Loop Learning 17

Bridge the Knowing-Doing Gap 17

Conclusion 18

Chapter 2 Understanding People and Their Behavior 21

What Makes People Tick? 22

Behavior Is a Function of Personality and the Situation 22

Intelligence 22

G-Factor Intelligence 23

Multiple Intelligences 23

Emotional Intelligence 23

Skill Areas of Emotional Intelligence 24

Emotions 26

Measuring EQ 26

Research Support for EQ 27

Skills for Building EQ 27

Temperament and the Big Five 29

Motivation 30

Intrinsic versus Extrinsic Motivation 30

Maslow's Hierarchy of Needs 30

Expectancy Theory 32

Goal Setting 32

Motivations Vis-à-vis Others 33

Self-Efficacy 33

Organizational Culture 34

Organizational Norms 35

Psychological Contracts 35

Biases in Understanding Others 36

Fundamental Attribution Error 36

Consistency Bias:Halos and Forked Tails 37

Primacy and Recency Bias 37

Bandwagon Bias 37

Roadblocks to Understanding Ourselves 38

Unrealistic Optimism 38

Self-Serving Bias/Egocentrism 38

Omniscience 38

Omnipotence 38

The Powerful Process of Adaptation 38

Conclusion 38

Chapter 3 Ethics and Values 41

Ethics and OB 42

Moments of Truth 42

Can Ethics Be Taught? 44

Ethics and Levels of Analysis 44

Unethical Behavior as Incremental Descents into Wrongdoing 46

Cognitive Mechanisms 46

Social-Situational Mechanisms 48

Ethical Breaches 49

Prescriptive Ethical Models 49

Mason,Mason,and Culnan's Six Questions 49

Badaracco's Four Enduring Questions 50

Anand,Ashforth,and Joshi's Method for Dealing with Rationalization and Socialization of Unethical Behavior 51

Ethical Rules of Thumb 52

Front-Page Test 52

Role Modeling 52

Third-Party Advice 52

Policies 52

Accountability 53

Conflicts of Interest 53

Conclusion 53

Chapter 4 Communication 55

Basic Communication Model 56

Sender 56

Receiver 57

Message or Information 57

Communication Medium 58

Noise 58

Encoding and Decoding 58

Context 58

Social-Constructionist Communication Model 58

Social Meanings Model 59

Collaborative Model 59

Grice's Communication Maxims 59

Whorfian Hypothesis 59

Communication Model and Levels of Analysis 59

Individual Communication:Challenges and Competencies 60

GPA Theory:Goals-Plans-Action Theory 60

Developing Communication Skills 60

Interpersonal Communication:Challenges and Competencies 61

Message Tuning 61

Message Distortion 62

Biased Interpretation 62

Curse of Knowledge 62

Illusion of Transparency 62

Proximity Effect 63

Indirect versus Direct Communication 63

Group and Team Communication:Challenges and Competencies 64

Uneven Communication Problem 64

Contagion 64

Minimizing Communication Errors in Groups 65

Communication and Attention 66

Nonverbal Communication 66

Types of Cues 66

Lying and Deception 67

Accuracy in Detecting Deception 67

Nonverbal Leakage 68

Detecting Deception and the Written Word 68

Deception and Information Technology 69

The Organizationally Competent Communicator:Taking Yourself to the Next Level 69

Overt Practice 69

Mental Practice 69

Direct Instruction and Coaching 69

Modeling 69

Role-Playing 69

Storytelling and Narrative 70

Questioning 70

Process Consultation and Active Inquiry 70

Conclusion 71

Chapter 5 Power and Influence in Organizations 75

Power and Influence 76

Power and Politics in Organizations 77

Playing Organizational Politics 77

Power as an Individual Difference 79

Power and Perception 80

Sources of Power 80

Power Motivation 81

Distinction:pPower versus sPower 82

Benevolent and Malevolent Power 83

Crimes of Obedience 83

Influence Strategies 85

Weapons of Influence 85

Impression Management 87

Why Do People Conform? 87

Informational Influence 87

Social Influence 87

When Do People Conform? 88

Group Size 88

Group Unanimity 88

Group Commitment 88

Conclusion 88

Chapter 6 Relationships and Social Networks 91

Fundamental Building Blocks of Dyadic Relationships 92

Interdependence Theory 92

Social Exchange Theory 93

Communal versus Exchange Relationships 95

Social Identity and Organizational Identity 96

Two Types of Ties:People and Group 96

Improving Relationships 96

Developing Relationships 96

Friendship and Work 97

Choices in Relationships:Voice,Loyalty,Neglect,and Exit 97

Types of Trust 99

Deterrence-Based Trust 99

Knowledge-Based Trust 100

Identification-Based Trust 100

Building Trust:Instrumental and Emotional Mechanisms 100

Recovering from Breaches of Trust 101

Networks 101

Social Capital versus Human Capital 102

Measuring Social Capital 102

Types of Networks 104

Evidence for the Value of Social Capital 105

Knowledge of Your Own Network 105

Ethics of Social Capital 105

Conclusion 106

Chapter 7 Decision Making 109

Decision Making:Levels of Analysis 110

Intrapersonal Decisions 111

Interpersonal Decisions 111

Group Decisions 114

Organizational-Level Decisions 115

Domains of Decisions 117

Riskless Choice:Decision Making under Certainty 117

Decision Making under Uncertainty 118

Risky Choice:Decision Making under Risk 118

Prospect Theory 120

Descriptive,Normative,and Prescriptive Models 121

Normative Models 121

Descriptive Models 122

Faulty Perceptions about Ourselves 123

Faulty Perceptions about Other People 124

Flawed Decision Making 126

Postscript on Human Bias 127

Prescriptive Models 127

Conclusion 129

Chapter 8 Conflict Management and Negotiation 131

Managerial Grid 132

Types of Conflict 133

Task Conflict 134

Process Conflict 135

Relationship Conflict 135

Conflict and Productivity 135

Resolving Conflict 135

Negotiation:A Mixed-Motive Enterprise 137

Balancing Mixed Motives 138

Negotiation Styles 138

Opportunistic Negotiation 138

Creating Value:Integrative Negotiation 139

Separate Positions from Interests 139

Prioritize and Weight the Issues 140

Unbundle the Issues 141

Ask for the Right Information 141

Create a Superset of Issues 142

Propose Value-Added Trade-Offs 142

Make Multiple Offers of Equivalent Value Simultaneously 143

Propose Contingency Contracts 144

Make Postsettlement Settlements 145

Claiming Value:Distributive Negotiation 146

Know Your BATNA and Develop Your Reservation Price 146

Research the Other Party's BATNA and Assess Their Reservation Price 147

Anchoring 147

Summary 147

Improving Your Negotiation Skills 149

Take Every Opportunity to Negotiate 149

Seek Feedback on Your Negotiation Skills 149

Use Worksheets 149

Plan Your Approach 149

Offer to Be a Negotiation Coach 149

Don't Brag or Boast 149

Third-Party Intervention 149

Ranges of Third-Party Roles 149

Effective Third-Party Intervention 150

Challenges Facing Third Parties 150

Conclusion 151

Chapter 9 Leading and Managing Teams 153

Types of Teams in Organizations 155

Manager-Led Teams 155

Self-Managing Teams 156

Self-Directing(or Self-Designing)Teams 156

Self-Governing Teams 156

Types of Teamwork 156

Tactical Teams 156

Problem-Solving Teams 158

Creative Teams 163

Paulus'Three New Rules 166

Team Boundaries 167

Team Socialization and Norms Process 167

Team Boundaries 168

Integrated Model of SuccessfulTeamwork 169

Conclusion 171

Chapter 10 Leadership 175

Leadership in Organizations 176

Leadership versus Management 176

Highly Effective Leaders 178

Systems View of Leadership 180

Toxic Leaders 180

Can Leadership Be Taught? 181

Leadership and Nature:Trait Theory 182

Leadership and Trait Intelligence 182

Leadership and Temperament 182

Birth Order and Leadership 182

Male and Female Differences and Leadership 183

Postscript on Trait Theories of Leadership 184

Behavioral Theories of Leadership 184

Lewin,Lippit,and White's(1939)Studies of Reactions to Group Leadership Styles 184

People versus Task(Managerial Grid) 184

Leadership Styles and EQ Skills 186

Transactional versus Transformational Leadership 188

Servant Leadership 188

Situational Theories of Leadership:How the Situation Shapes the Leader 189

How the Environment Shapes Leaders 189

Contingency Theories of Leadership 189

Situational Leadership？ 189

Path-Goal Theory of Leadership 190

Normative Decision Model 191

Fiedler's Contingency Theory of Leadership Effectiveness 193

LMX Theory 194

Expectations of Leaders 194

Does Leadership Matter? 196

Conclusion 196

Chapter 11 Organizational Change 199

Individual Change 200

Interpersonal Change 200

Communicator Characteristics 201

The Communication 202

The Situation 202

The Target 203

Elaboration Likelihood Model 204

Group Change 204

Organizational Development 204

Organizational Life Cycle 205

Type of Change 205

Greiner's Five Phases of Growth 206

Theories of Change 208

Lewin's Unfreezing-Change-Refreezing Model 208

Sociotechnical Systems Theory 208

Total Quality Management 209

Reengineering 209

Restructuring 209

Prescriptive Models of Change 210

Kotter's Eight steps 210

Rao's PRESS Model 212

Garvin and Roberto's Change Through Persuasion 214

Beer and Nohria:Theory E versus Theory O Change 215

Conclusion 216

Chapter 12 Fairness and Justice 219

Distributive and Procedural Justice 220

Distributive Justice 220

Equity Theory 224

Measuring Equity 225

Reactions to Inequity 225

Procedural Justice:The Science of How People Enact Justice 226

Voice 226

Thibaut and Walker's Model of Procedural Justice 227

Group Value Model 227

Retributive Justice 229

Evaluating Organizational Employees 229

Social Comparisons 229

Justice Systems 230

Consistency 231

Simplicity 231

Effectiveness 231

Justifiability 231

Consensus 231

Generalizability 231

Satisfaction 231

Conclusion 231

Chapter 13 Diversity and Culture 235

Diversity Defined 236

Individual,Relational,and Collective Selves 237

Optimal Distinctiveness Theory 238

The Business Case for Organizational Diversity 238

Individual Level 239

Interpersonal Level 239

Teams and Groups 239

Organizational Level 239

Barriers to Diversity 240

Stereotyping 240

Homogeneity Bias 241

In-Group Bias 241

Privilege Systems 243

Creating and Sustaining Diversity 243

Affirmative Action 243

Valuing Diversity 244

Managing Diversity 244

Educate Members on the Reasons Underlying the Plan 245

Gender Diversity 245

Gender Pay Gap:The Evidence 245

Glass Ceiling:The Evidence 246

Double Standards:The Evidence 246

Cultural Diversity 247

Stereotypes versus Prototypes 247

Culture as an Iceberg 247

Cultural Values 247

Models of Social Relationships 249

Predictors of Success in Intercultural Interactions 249

Options for Change 250

Conclusion 251

Chapter 14 The Virtual Workplace 255

Place-Time Model of Social Interaction 256

Same-Time,Same-Place Communication 256

Same-Time,Different-Place Communication 257

Different-Time,Same-Place Communication 259

Different-Time,Different-Place Communication 259

Psychological Distancing Model:Media Richness 260

Electronic Brainstorming 261

Virtual Teams 262

Information Technology and Its Effects on Social and Organizational Behavior 263

Disadvantages 263

Advantages 264

Going the Distance:Making the Best of Virtual Teams 266

Structured Solutions 266

Process Solutions 268

Conclusion 268

Glossary 271

Photo Credits 280