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