Fundamentals Of Organizational Behavior

Description:
Henry Tosi and Neal Mero have developed this concise and lively primer that maintains the critical theory, research and application elements of their highly successful text Managing Organizational Behavior (Blackwell Publishing, Fourth Edition, 2000). They present the information in a condensed format geared for professors with MBA and other advanced students who want to explore the application of modern management practices in a complex environment. It is a highly flexible resource and can be used:To ensure that all students on an advanced course have the same level of theoretical understanding. To give experienced students material on fast-changing areas such as technology and e-business. As a complement to courses where original readings are used or a skills-based approach is taken. As the basis for a course which is team taught or presented in modular form. As a basis for executive education training or distance learning.Each chapter includes 'Guides for Managers' which show how managers can apply the theories in question. Supplemental materials are available online to allow the instructor to draw upon exercises and cases to further enhance the learning experience for students.

Review:
'The authors provide a very readable integration of organizational behavior concepts and research findings illustrating the 'hard skills' in managing people. 'The Guides for Managers' included in each chapter offer valuable summaries for practice.' Ronald Burke, York University

Table of Contents:
Part I: Introduction: 1. Introduction: Basic Model of Behavior. The Context of 21st Century Organizational Behavior. The Field of Organizational Behavior. Managing Organizational Performance. What Do Managers Really Do? Part II: A Focus on the Individual: 2. Personality and Individual Differences: Fundamental of Personality. Personality in Organizational Settings. Ability. 3. Attitudes and Accommodation to Work: Fundamentals of Work Attitudes. A Model of Attitudes. Attitude Consistency and Cognitive Dissonance. Socialization: Developing Work Related Attitudes and Behaviors. Organizational Commitment and Accommodation. 4. Individual Perception, Judgment, and Attribution: fundamentals of Perception. Judgement Biases and Errors. Attribution Theory: Finding Causes of Behavior. Some Organizational Implications of Perceptual and Attributional Biases. 5. Motivation and Performance: The Fundamentals of Motivation and Performance. Motivation - The Content Theories. Motivation - The Process Theories. Part III: The Context of Organizational Behavior: 6. Group and Team Performance: The Fundamental of Group and Teams. Group Development. Team Effectiveness Issues. Group Processes. Group Dynamics. Virtual Teams. 7. Culture: National and Organizational: The Hofstede Model of National Culture. Organizational Consequences of National Cultural Differences. Organizational Culture. Modal Personality. Organization Subcultures. Organization Culture: Special Cases. 8. Organizational Structure and Design: The Fundamental of Organization Structure. Organizations and Environment. Formal Organizations: Design and Structure. Organizational Design Alternatives. Part IV: Integrating Behavior Theory into Effective Management and Leadership: 9. Managing Performance: The Influence of Technology and Knowledge: The Context of Performance Management. Task Specialists - Managing Their Performance. Managing Knowledge Workers. 10. Conflict: Nature of Conflict. Diagnosing Conflict. Individual Responses to Conflict. Improving Organizational Response to Conflict. 11. Decision Making: Characteristics of the Decision Process. Models of Decision Making. Improving Individual Decision Making. Improving Group Decision Making. Social Influences on Group Decision Making. 12. Power and Politics in Organizations: A Model of Influence Processes in Organizations. Acquiring and Maintaining Organizationally Based Influence. Acquiring and Maintaining Personal Based Influence. Organizational Politics. 13. Leadership: Trait Approaches to Leadership. Behavioral Approaches to Leadership. Contingency Theories of Leadership. Process Theories of Leadership. Substitutes for Leadership. 14. Organizational Change: How Our Work Life is Changing. Stages of Successful Change. Resistance to Change. Helping Individuals Cope with Change. Organization Development. Index.

Author Biography:
Neal P. Mero is Assistant Professor of Management at the University of Mississippi. He is the co-author with Henry L. Tosi and John R. Rizzo of Managing Organizational Behavior (Blackwell Publishing, Fourth Edition, 2000). He has won several teaching awards and consulted for numerous government and private organizations in areas of organizational behavior and human resource management. Henry L. Tosi is McGriff Professor of Management at the University of Florida. The founding editor of The Leadership Quarterly, Tosi has served on various editorial review boards, authored over 60 journal articles, and held several positions within the Academy of Management. He is the co-author with Neal P. Mero and John R. Rizzo of Managing Organizational Behavior (Blackwell Publishing, Fourth Edition, 2000).