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ORGANIZATIONAL BEHAVIOR
CONCEPTS CONTROVERSIES APPLICATIONS
Seventh Edition
Stephen P. Robbins
1996
Contents
Part One • Introduction
Chapter 1 What Is Organizational Behavior? 2
Chapter 2 Responding to Global and Cultural Diversity 42
Part Two • The Individual
Chapter 3 Foundations of Individual Behavior 80
Chapter 4 Perception and Individual Decision Making 130
Chapter 5 Values, Attitudes, and Job Satisfaction 172
Chapter 6 Basic Motivation Concepts 210
Chapter 7 Motivation: From Concepts to Applications 250
Part Three • The Group
Chapter 8 Foundations of Group Behavior 292
Chapter 9 Understanding Work Teams 344
Chapter 10 Communication 374
Chapter 11 Leadership 410
Chapter 12 Power and Politics 460
Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502
Part Four - The Organization System
Chapter 14 Foundations of Organization Structure 548
Chapter 15 Technology, Work Design, and Stress 588
Chapter 16 Human Resource Policies and Practices 634
Chapter 17 Organizational Culture 678
Part Five - Organizational Dynamics
Chapter 18 Organizational Change and Development 714
CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR?
What Managers Do
Let’s begin by briefly defining the terms manager and the place where managers work—the organization.
Then let’s look at the manager’s job; specifically, what do managers do?
Managers get things done through other people. They make decisions, allocate resources, and direct the
activities of others to attain goals. Managers do their work in an organization. This is a consciously
coordinated social unit, composed of two or more people, that functions on a relatively continuous basis
to achieve a common goal or set of goals. Based on this definition, manufacturing and service firms are
organizations and so are schools, hospitals, churches, military units, retail stores, police departments, and
local, state, and federal government agencies. The people who oversee the activities of...