Management of Organizational Behavior, 10th edition
Published by Pearson (July 18, 2012) © 2013
- Paul Hersey California American University
- Kenneth H. Blanchard Cornell University
- Dewey E. Johnson (Formerly of) California State University, Fresno
- Hardcover, paperback or looseleaf edition
- Affordable rental option for select titles
Forty years in the making, Management of Organizational Behavior is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.
Forty years in the making, Management of Organizational Behavior is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.
FEATURES:
- For over forty years, Hersey and Blanchard have offered students some of the most significant theory and research developed by thought leaders in behavioral science.
- This text presents the most relevant research findings from the behavioral sciences, with insights gained through working with clients around the world.
- The tenth edition includes concepts and theories that have stood the test of time, as well as emergent trends that are transforming our workplaces as rapidly as our technologies.
• Motivation: Emergence of the progress motive, renewal of the purpose motive (2-4)
• Emotional intelligence: Cultivating your self-awareness as a leader (11-2, 11-5, 15-2)
• Teams: Building the collective EQ of your team (13-7)
• Communication: Gender and generational differences; when conversations falter (12-16)
• Decision Making: How brain structure and contexts impact decisions (15-3)
• Performance Management: Balanced scorecard metrics, feedforward (14-8)
• Leadership: Strengths and myths (4-20)
The Purpose of Management
The Impact of These Trends
Organizations as Sources of Competitive Advantage
The Challenges of Leading an Organization
Distinctions between Management and Leadership
Management Defined
Leadership Defined
Are Management and Leadership Really Necessary?
Three Competencies of Leadership
Management Process
Skills of a Manager
Organizations as Social Systems
Ingredients for Effective Human Skills
Understanding Behavior
Predicting Behavior
Directing, Changing, and Influencing Behavior
Learning to Apply Behavioral Science Theory
Chapter 2 Motivation and Behavior
Theories of Behavior
Goal-Oriented Behavior
Motives
Goals
Motive Strength
Changes in Motive Strength
Categories of Activities
Motives, Goals, and Activities
Expectancy Theory
Availability
Hierarchy of Needs
Motivational Research
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-Actualization Needs
Chapter 3 Motivating
The Hawthorne Studies Elton Mayo
Theory X and Theory Y Douglas McGregor
Informal Work Groups George C. Homans
Increasing Interpersonal Competence Chris Argyris
Argyris’s Immaturity-Maturity Theory
Motivation-Hygiene Theory Frederick Herzberg
Hygiene Factors
Motivators
The Relationship of Herzberg’s Theory to Maslow’s Theory
Job Enrichment
Summary
Chapter 4 Leadership: An Initial Perspective
Leadership Defined
The Vision into Performance Model
The ACHIEVE Model
Background
Using the ACHIEVE Model
Legacies of the Past
Schools of Organizational Theory
Scientific Management Movement—Frederick Winslow Taylor
Human Relations Movement—Elton Mayo
Trait Approaches to Leadership
Negative Leadership Traits
Attitudinal Approaches
Ohio State Leadership Studies
Michigan Leadership Studies
Group Dynamics Studies
Rensis Likert’s Management Systems
Theory into Practice
The Leadership Grid®—Robert R. Blake and Anne Adams McCanse
Is There a Best Style of Leadership?
Preview
Chapter 5 Leadership: Situational Approaches
Situational Approaches to Leadership
Tannenbaum-Schmidt Continuum of Leader Behavior
Fiedler’s Contingency Model
House-Mitchell Path-Goal Theory
Vroom-Yetton Contingency Model
Hersey-Blanchard Tridimensional Leader Effectiveness Model
Effectiveness Dimension
Instrumentation
What about Consistency?
Attitude versus Behavior
Summary
Chapter 6 Determining Effectiveness
Management Effectiveness versus Leadership Effectiveness
Successful Leadership versus Effective Leadership
What Determines Organizational Effectiveness?
Causal Variables
Intervening Variables
Output, or End Result, Variables
Long-Term Goals versus Short-Term Goals
Organizational Dilemma
Participation and Effectiveness
Management by Objectives
Style and Effectiveness
Chapter 7 Situational Leadership®
Situational Leadership®
The Center for Leadership Studies
Basic Concept of Situational Leadership®
Performance Readiness® of the Followers or Group
Performance Readiness® Defined
Going from R1 to R2 to R3
Selecting Appropriate Styles
Matching Performance Readiness® Level 1 with Leadership Style 1—Telling
Matching Performance Readiness® Level 2 with Leadership Style 2—Selling
Matching Performance Readiness® Level 3 with Leadership Style 3—Participating
Matching Performance Readiness® Level 4 with Leadership Style 4—Delegating
Appropriate Leadership Styles
Application of Situational Leadership®
Determining Appropriate Style
Effective Task Statements
Direction of Performance Readiness® Change
Instruments to Measure Performance Readiness®
Components of Leadership Style
Chapter 8 Situational Leadership®: The Perception, and Impact of Power
Power Defined
Position Power and Personal Power
Selling within Your Own Organization
Additional Bases of Power
The Perception of Power
Get the Information Out
Performance Readiness®, Styles, and Power Bases
Coercive Power—The Perceived Ability to Provide Sanctions, Punishment, or Consequences for Not Performing
Connection Power—The Perceived Association of the Leader with Influential Persons or Organizations
Reward Power—The Perceived Ability to Provide Things That People Would Like to Have
Legitimate Power—The Perception That It Is Appropriate for the Leader to Make Decisions because of Title, Role, or Position in the Organization
Referent Power—The Perceived Attractiveness of Interacting with the Leader
Information Power—The Perceived Access to, or Possession of, Useful Information
Expert Power—The Perception That the Leader Has Relevant Education, Experience, and Expertise
Is There a Best Type of Power?
Power Bases and Performance Readiness® Level
Integrating Power Bases, Performance Readiness Level, and Leadership Style through Situational Leadership®
The Situational Use of Power
Developing Sources of Power
Sources of Power
Eroding Sources of Power
Do You Want Power?
Other Views on Differences between Men and Women Managers
What about Empowerment?
The Power Perception Profile
Development of the Power Perception Profile
Uses of the Power Perception Profile
Chapter 9 Situational Leadership®: Training and Development
Increasing Effectiveness
Breaking the Ineffective Cycle
Developmental Cycle
What’s in It for the Manager?
What Do We Want to Influence?
How Is the Person Doing Now?
Determining Performance Readiness®
Increasing Performance Readiness®
Successive Approximations
Time and the Developmental Cycle
Chapter 10 The Situational Leader and Constructive Discipline
The Regressive Cycle
Relationship between Ability and Willingness in the Developmental and Regressive Cycles
Some Things to Remember When Disciplining an Individual
Making the Intervention Timely
Varying the Emotional Level
Focusing on Performance
Be Specific; Do Your Homework
Keep It Private
Punishment and Negative Reinforcement
Extinction
When to Use Punishment or Extinction
An Example of Using Behavior Modification
Problems and Their Ownership—Who’s Got the Problem?
Problem Ownership and Situational Leadership®
Positive Discipline
Summary
Chapter 11 Self-Awareness and Leadership Style
Leadership and Self-Awareness
Johari Window
Feedback
Disclosure
Building Self-Perception through the LEAD Feedback
Leadership Style
Style Range, or Flexibility
Style Adaptability
Flexibility: A Question of Willingness
Is There Only One Appropriate Styles?
Self-Perception Versus Style
Is it too late?
LEAD Profile Results
Sample
Two-Style Profile
Wide Flexibility
Reference to Situational Leadership®
Style Profile 1-2
Style Profile 1-3
Style Profile 1-4
Style Profile 2-3 •
Style Profile 2-4
Style Profile 3-4
Determining the Leadership Style of a Manager
Contracting for Leadership Style
Adding the Contracting Process
An Example—Contracting for Leadership Styles in a School
Using the Performance Readiness® Style Match
Summary
Chapter 12 Effective Communication
How Important Is Effective Communication?
Communication Models
The Linear Model
The Interactional Model
The Transactional Model
Active Listening
Pacing, Then Leading
How to Test for Rapport
Organizational Communication
Patterns of Communication
Is There a “Best” Pattern of Communication?
Gender and Generational Communication Differences
Communication Across Cultures
When Communication Falters
Sumary
Chapter 13 Leading Effective Teams
Teams as a Competitive Strategy
Definitions and Distinctions
Team Basics
Obstacles to Effective Team Performance
Lack of Emotional Intelligence
Lack of Leadership Skill
Leadership in a Team Environment
Team Problem-Solving Modes
Helping and Hindering Roles
S1 (HT/LR) Competency
S2 (HT/HR) Competency
S3 (HR/LT) Competency
S4 (LR/LT) Competency
Summary
Chapter 14 Implementing Situational Leadership®: Managing Performance
Defining Organizational Performance
Managing Individual Performance
Feedback and the 360 Degree Assessment Process
Performance Management Using the ACHIEVE Model
Summary
Chapter 15 Implementing Situational Leadership®: Building Commitments
How Your Brain Makes Decisions
Decision Making in Context
Decision Style
Decision Making and Leader Latitude
Building Commitments
Commitment to the Customer
Commitment to the Organization
Commitment to Self
Commitment to People
Commitment to the Task
Managerial Excellence
Chapter 16 Planning and Implementing Change
General Framework for Understanding Change
Diagnosis (Why Change?)
Implementation – Getting from Here to There
Lewin’s Change Process
Force Field Analysis
Schein’s Psychological Safety
First-Order and Second-Order Change
Change Cycles
Levels of Change
Participative Change
Directive Change
Is There a “Best” Strategy for Change?
Advantages and Disadvantages of Change Cycles
Change Process – Some Examples
Chapter 17 Leadership Strategies for Organizational Transformations
Characteristics of Organizational Transformation
Transformational Leadership
Personal Commitment to the Transformation by the Leadership
Firm, Relentless, and Indisputable Communication of the Impossibility of Managing the Status Quo
Clear and Enthusiastic Communication of an Inspiring Vision of what the Organization Could Become
Timely Establishment of a Critical Mass of Support for the Transformation
Acknowledging, Honoring, and Dealing With Resistance to the Transformation
Defining and Setting Up an Organization That Can Implement the Vision
Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements
No One “Ideal” Way for Organization Transformation
Organizational Readiness for Transformation
Transformational Leadership Actions
Transformation Leadership Strategies
The Situational Leadership® for Transformation Model
Power Bases for Transformation Leadership
Chapter 18 The Organizational Cone
Vision
Energy
Vision Triggers
Focusing and Directing the Energy
Mission, Purpose and Stakeholders
Strategy, Mindset and Culture
Goals, Processes and Team Spirit
Roles, Tasks and Relations
The Organizational Cone Model
Management – Position Power – Compliance
Leadership – Personal Power – Commitment
Alignment and Attunement in a Chaotic Environment
Time Frame and Room for Creativity
Quality – Customer Expectation and Perception
Summary
Index
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