Organization Behavior and Design

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...