当代组织行为学2025|PDF|Epub|mobi|kindle电子书版本百度云盘下载

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Chapter 1 The Person and the Organization1

Chapter 2 Understanding People and Their Behavior21

Chapter 3 Ethics and Values41

Chapter 4 Communication55

Chapter 5 Power and Influence in Organizations75

Chapter 6 Relationships and Social Networks91

Chapter 7 Decision Making109

Chapter 8 Conflict Management and Negotiation131

Chapter 9 Leading and Managing Teams153

Chapter 10 Leadership175

Chapter 11 Organizational Change199

Chapter 12 Fairness and Justice219

Chapter 13 Diversity and Culture235

Chapter 14 The Virtual Workplace255

Glossary271

Photo Credits280

Chapter 1 The Person and the Organization1

Organizational Life2

Defining Organizational Behavior4

Content Areas of OB4

Level of Analysis4

Guiding Principles of OB6

Skills6

Technical Skills7

Decision-Making and Judgment Skills8

Interpersonal Skills8

Ethical and Moral Skills8

Self-Knowledge Skills9

Key Tensions and Challenges for People in Organizations9

Self versus Organizational Interest9

Task versus People Focus9

Work versus Family10

Exploration versus Exploitation11

Promotion versus Prevention11

Depth of Knowledge versus Breadth of Knowledge11

Postscript12

Building a Body of OB Science12

Methods of OB12

Learning16

You Are a Work in Progress16

Engage in Double-Loop versus Single-Loop Learning17

Bridge the Knowing-Doing Gap17

Conclusion18

Chapter 2 Understanding People and Their Behavior21

What Makes People Tick?22

Behavior Is a Function of Personality and the Situation22

Intelligence22

G-Factor Intelligence23

Multiple Intelligences23

Emotional Intelligence23

Skill Areas of Emotional Intelligence24

Emotions26

Measuring EQ26

Research Support for EQ27

Skills for Building EQ27

Temperament and the Big Five29

Motivation30

Intrinsic versus Extrinsic Motivation30

Maslow's Hierarchy of Needs30

Expectancy Theory32

Goal Setting32

Motivations Vis-à-vis Others33

Self-Efficacy33

Organizational Culture34

Organizational Norms35

Psychological Contracts35

Biases in Understanding Others36

Fundamental Attribution Error36

Consistency Bias:Halos and Forked Tails37

Primacy and Recency Bias37

Bandwagon Bias37

Roadblocks to Understanding Ourselves38

Unrealistic Optimism38

Self-Serving Bias/Egocentrism38

Omniscience38

Omnipotence38

The Powerful Process of Adaptation38

Conclusion38

Chapter 3 Ethics and Values41

Ethics and OB42

Moments of Truth42

Can Ethics Be Taught?44

Ethics and Levels of Analysis44

Unethical Behavior as Incremental Descents into Wrongdoing46

Cognitive Mechanisms46

Social-Situational Mechanisms48

Ethical Breaches49

Prescriptive Ethical Models49

Mason,Mason,and Culnan's Six Questions49

Badaracco's Four Enduring Questions50

Anand,Ashforth,and Joshi's Method for Dealing with Rationalization and Socialization of Unethical Behavior51

Ethical Rules of Thumb52

Front-Page Test52

Role Modeling52

Third-Party Advice52

Policies52

Accountability53

Conflicts of Interest53

Conclusion53

Chapter 4 Communication55

Basic Communication Model56

Sender56

Receiver57

Message or Information57

Communication Medium58

Noise58

Encoding and Decoding58

Context58

Social-Constructionist Communication Model58

Social Meanings Model59

Collaborative Model59

Grice's Communication Maxims59

Whorfian Hypothesis59

Communication Model and Levels of Analysis59

Individual Communication:Challenges and Competencies60

GPA Theory:Goals-Plans-Action Theory60

Developing Communication Skills60

Interpersonal Communication:Challenges and Competencies61

Message Tuning61

Message Distortion62

Biased Interpretation62

Curse of Knowledge62

Illusion of Transparency62

Proximity Effect63

Indirect versus Direct Communication63

Group and Team Communication:Challenges and Competencies64

Uneven Communication Problem64

Contagion64

Minimizing Communication Errors in Groups65

Communication and Attention66

Nonverbal Communication66

Types of Cues66

Lying and Deception67

Accuracy in Detecting Deception67

Nonverbal Leakage68

Detecting Deception and the Written Word68

Deception and Information Technology69

The Organizationally Competent Communicator:Taking Yourself to the Next Level69

Overt Practice69

Mental Practice69

Direct Instruction and Coaching69

Modeling69

Role-Playing69

Storytelling and Narrative70

Questioning70

Process Consultation and Active Inquiry70

Conclusion71

Chapter 5 Power and Influence in Organizations75

Power and Influence76

Power and Politics in Organizations77

Playing Organizational Politics77

Power as an Individual Difference79

Power and Perception80

Sources of Power80

Power Motivation81

Distinction:pPower versus sPower82

Benevolent and Malevolent Power83

Crimes of Obedience83

Influence Strategies85

Weapons of Influence85

Impression Management87

Why Do People Conform?87

Informational Influence87

Social Influence87

When Do People Conform?88

Group Size88

Group Unanimity88

Group Commitment88

Conclusion88

Chapter 6 Relationships and Social Networks91

Fundamental Building Blocks of Dyadic Relationships92

Interdependence Theory92

Social Exchange Theory93

Communal versus Exchange Relationships95

Social Identity and Organizational Identity96

Two Types of Ties:People and Group96

Improving Relationships96

Developing Relationships96

Friendship and Work97

Choices in Relationships:Voice,Loyalty,Neglect,and Exit97

Types of Trust99

Deterrence-Based Trust99

Knowledge-Based Trust100

Identification-Based Trust100

Building Trust:Instrumental and Emotional Mechanisms100

Recovering from Breaches of Trust101

Networks101

Social Capital versus Human Capital102

Measuring Social Capital102

Types of Networks104

Evidence for the Value of Social Capital105

Knowledge of Your Own Network105

Ethics of Social Capital105

Conclusion106

Chapter 7 Decision Making109

Decision Making:Levels of Analysis110

Intrapersonal Decisions111

Interpersonal Decisions111

Group Decisions114

Organizational-Level Decisions115

Domains of Decisions117

Riskless Choice:Decision Making under Certainty117

Decision Making under Uncertainty118

Risky Choice:Decision Making under Risk118

Prospect Theory120

Descriptive,Normative,and Prescriptive Models121

Normative Models121

Descriptive Models122

Faulty Perceptions about Ourselves123

Faulty Perceptions about Other People124

Flawed Decision Making126

Postscript on Human Bias127

Prescriptive Models127

Conclusion129

Chapter 8 Conflict Management and Negotiation131

Managerial Grid132

Types of Conflict133

Task Conflict134

Process Conflict135

Relationship Conflict135

Conflict and Productivity135

Resolving Conflict135

Negotiation:A Mixed-Motive Enterprise137

Balancing Mixed Motives138

Negotiation Styles138

Opportunistic Negotiation138

Creating Value:Integrative Negotiation139

Separate Positions from Interests139

Prioritize and Weight the Issues140

Unbundle the Issues141

Ask for the Right Information141

Create a Superset of Issues142

Propose Value-Added Trade-Offs142

Make Multiple Offers of Equivalent Value Simultaneously143

Propose Contingency Contracts144

Make Postsettlement Settlements145

Claiming Value:Distributive Negotiation146

Know Your BATNA and Develop Your Reservation Price146

Research the Other Party's BATNA and Assess Their Reservation Price147

Anchoring147

Summary147

Improving Your Negotiation Skills149

Take Every Opportunity to Negotiate149

Seek Feedback on Your Negotiation Skills149

Use Worksheets149

Plan Your Approach149

Offer to Be a Negotiation Coach149

Don't Brag or Boast149

Third-Party Intervention149

Ranges of Third-Party Roles149

Effective Third-Party Intervention150

Challenges Facing Third Parties150

Conclusion151

Chapter 9 Leading and Managing Teams153

Types of Teams in Organizations155

Manager-Led Teams155

Self-Managing Teams156

Self-Directing(or Self-Designing)Teams156

Self-Governing Teams156

Types of Teamwork156

Tactical Teams156

Problem-Solving Teams158

Creative Teams163

Paulus'Three New Rules166

Team Boundaries167

Team Socialization and Norms Process167

Team Boundaries168

Integrated Model of SuccessfulTeamwork169

Conclusion171

Chapter 10 Leadership175

Leadership in Organizations176

Leadership versus Management176

Highly Effective Leaders178

Systems View of Leadership180

Toxic Leaders180

Can Leadership Be Taught?181

Leadership and Nature:Trait Theory182

Leadership and Trait Intelligence182

Leadership and Temperament182

Birth Order and Leadership182

Male and Female Differences and Leadership183

Postscript on Trait Theories of Leadership184

Behavioral Theories of Leadership184

Lewin,Lippit,and White's(1939)Studies of Reactions to Group Leadership Styles184

People versus Task(Managerial Grid)184

Leadership Styles and EQ Skills186

Transactional versus Transformational Leadership188

Servant Leadership188

Situational Theories of Leadership:How the Situation Shapes the Leader189

How the Environment Shapes Leaders189

Contingency Theories of Leadership189

Situational Leadership？189

Path-Goal Theory of Leadership190

Normative Decision Model191

Fiedler's Contingency Theory of Leadership Effectiveness193

LMX Theory194

Expectations of Leaders194

Does Leadership Matter?196

Conclusion196

Chapter 11 Organizational Change199

Individual Change200

Interpersonal Change200

Communicator Characteristics201

The Communication202

The Situation202

The Target203

Elaboration Likelihood Model204

Group Change204

Organizational Development204

Organizational Life Cycle205

Type of Change205

Greiner's Five Phases of Growth206

Theories of Change208

Lewin's Unfreezing-Change-Refreezing Model208

Sociotechnical Systems Theory208

Total Quality Management209

Reengineering209

Restructuring209

Prescriptive Models of Change210

Kotter's Eight steps210

Rao's PRESS Model212

Garvin and Roberto's Change Through Persuasion214

Beer and Nohria:Theory E versus Theory O Change215

Conclusion216

Chapter 12 Fairness and Justice219

Distributive and Procedural Justice220

Distributive Justice220

Equity Theory224

Measuring Equity225

Reactions to Inequity225

Procedural Justice:The Science of How People Enact Justice226

Voice226

Thibaut and Walker's Model of Procedural Justice227

Group Value Model227

Retributive Justice229

Evaluating Organizational Employees229

Social Comparisons229

Justice Systems230

Consistency231

Simplicity231

Effectiveness231

Justifiability231

Consensus231

Generalizability231

Satisfaction231

Conclusion231

Chapter 13 Diversity and Culture235

Diversity Defined236

Individual,Relational,and Collective Selves237

Optimal Distinctiveness Theory238

The Business Case for Organizational Diversity238

Individual Level239

Interpersonal Level239

Teams and Groups239

Organizational Level239

Barriers to Diversity240

Stereotyping240

Homogeneity Bias241

In-Group Bias241

Privilege Systems243

Creating and Sustaining Diversity243

Affirmative Action243

Valuing Diversity244

Managing Diversity244

Educate Members on the Reasons Underlying the Plan245

Gender Diversity245

Gender Pay Gap:The Evidence245

Glass Ceiling:The Evidence246

Double Standards:The Evidence246

Cultural Diversity247

Stereotypes versus Prototypes247

Culture as an Iceberg247

Cultural Values247

Models of Social Relationships249

Predictors of Success in Intercultural Interactions249

Options for Change250

Conclusion251

Chapter 14 The Virtual Workplace255

Place-Time Model of Social Interaction256

Same-Time,Same-Place Communication256

Same-Time,Different-Place Communication257

Different-Time,Same-Place Communication259

Different-Time,Different-Place Communication259

Psychological Distancing Model:Media Richness260

Electronic Brainstorming261

Virtual Teams262

Information Technology and Its Effects on Social and Organizational Behavior263

Disadvantages263

Advantages264

Going the Distance:Making the Best of Virtual Teams266

Structured Solutions266

Process Solutions268

Conclusion268

Glossary271

Photo Credits280