Organizational Behavior and Management, 5/e

John M. Ivancevich & Michael T. Matteson

McGraw-Hill Int’l

Preface xi

PART I The Field of Organizational Behavior I

Introduction to Organizational Behavior 3

-Appendix 1.A Selected Functions of Management 49

"'A'

Quantitative and Qualitative Research Techniques for Studying Organizational Behavior

and Management Practice 61 Organizational Culture 71

PART 11 Understanding and Managing Individual Behavior 109

Individual Differences and Work Behavior I 11

\4 Motivation 14.5

5 Evaluation, Feedback, and Reward of Individual Behavior 185

Job Design 227

1 Organizational Stress: An Individual View 261

PART III Group Behavior and Interpersonal Influence 299

Group Behavior and Work Teams 301

Intergroup Conflict and Negotiations 335

Organizational Power and Politics 371

PART IV Organizational Processes 105

Leadership: An Overview 407

Leadership: Newer Concepts and Applications 437

13 Communication 475

Decision Making 511

PART V Organizational Design, Change, an(] Innovation 553

15 Organizational Structure and Design 555

16 Managing Organizational Change and Innovation 607

Glossary 651

Name Index 661

Company Index 670

Subject Index 673

Organization and Management

Emmanuel T. Santos
Int’l Academy of Management & Economics

Table of Contents

Part One: Overview

Module 1 Contemporary Concepts of Management I

Management I

Module 2 Management Throughout Recorded

History 5

Precursors of Modem Management Theory 6

Management Reflects Society7
Chronology of Organization Theory and
Management Practices 8

Module 3 Industrial Revolution and the

Development of Modern Management 53

The Nature and Scope of Industrial Revolution 53

First Situs of Industrial Revolution 55
Main Features of Industrial Revolution 57
Great Britain and France: A Case Study on
Industrial Development 58
The Textile Industry: A Case Study of Initiating
 Industrialization 60
Steel Industry 66
Agricultural Developments 67
Repercussions of Agricultural and Industrial
Developments 68
Political and Economic Freedom 69
British Monopoly 70
Belgium 70
France 70
Other Europeans 71
Socio-Cultural Aspects 71

Continuing Revolution 74
America's Industrial Revolution 75

Part Two: Evolution of Management Theory and Practice

Module 4 The Classical Approaches 78

Pre-Classical Period: The Systematic Approach 78

Scientific Management 81
Frederick W. Taylor 84
Frank & Lillian Gilbreth 86
Henry L. Gantt 89
Case Study McDonald's Recipe for Success 93
Administrative Management 97
Henry Fayol 97
Fayol's 14 Principles of Management 98
The Bureaucratic Management Approach 100
Max Weber 101
Seven Characteristics of Weber's Bureaucracy 102
Weber's Three Types of Authority 104
United Parcel Service -- A Working Bureaucracy 107

Module 5 Behavioral Approach to Management 109

Backdrop and Context of Developments in

Management Approaches 109
Three Eras of Behavioral Approaches III
The First Era: Human Relations Movement ill
The Second Era: Human Needs and Motivation 115
Third Era -- Integrative Concepts of Organizations
Behavior 120

Module 6 Contemporary Approaches127

 Quantitative/Management - Science Approach 127
The System Approach131

Global Management Challenge:

Daimler-Benz Automaker!
Conglomerate? 140
Contingency Approach 143
Management Challenge
Procter& Gamble Alters
Historically Ingrained
Management Practices 145
Situational Management 149
Schools of Organization and Management Theories 150

Part Three: Management Functions and

Practices

Module 7 Planning Concepts and Practices 152

Planning Defined 153

The Nature of Planning 154
Planning Process 157
Hierarchy of Objectives 162
The Planning Hierarchy 164
Planning Roles for Managers 168
Management Skills 170
Managerial Roles 171
Management by Objectives 174
Communicating Plans 176
Standing-use Plans 177
Ambivalent Plan 179
Single-use Plans 180
Flexibility in Planning 182
Contingency Planning183
Comprehensive Planning 184
Approaches to Planning 184

Module 8 Strategic Planning and Organization 188

Diversification 189
Levels of Strategic Plans in Diversified
Organizations 190
The Strategic Planning Process 192
Three-Growth Strategies Most Common to
 Business-level Strategy and Planning194
Two Models of Business-level Strategy 194

Module 9 Organizing 202

Concept of Organizing 202

Why Organizing is Important 203
Division of Work 204
Potential Problems of Specialization 206
Some Solution to Problems of Specialization207
Concepts of Job Enlargement and Job Enrichment 208
Formal Organizations and Standardization 210
Bureaucratic and Organic Structures 211
Designing the Organization 214
Concepts in Organizing 216
A Synopsis for Learning 223
Staffing 227
Contingency Theory and Organizational
Structures 229

Module 10 Leadership 239

Meaning of Leadership 239

Assumptions About People 241
Theories of Leadership 242
Leadership Styles Behavioral Theories: Overview 245
Situational Theories 254
Contingency Leadership 258
Political Leadership: Douglas MacGregor Bums 266

Module 11 Motivating 269

The Nature of Motivation 269

Motivation and Human Endeavor 272
Content Theories 274
Process Theories 281
Reinforcement Theory 289
Implications for Management 291
The Controversy over OB Mod 293

Module 12 Communication: Essence of Leadership 301

Communication is the essence of leadership 301

The Communication Process 301
The Basic Communication Model 302
Organizational Communications 305
 Communication Killers 309
Listening 312,
Managing the Communication Killers 315
Attitudes 314

Module 13 The Controlling Function 322

Nature and Concept of Controlling 322

Planning and Controlling 323
The Control Process 324
Steps in the Control Process 326
Types of Controls 326
Integrating Different Types of Controls 327
Controlling Responsibilities 328
Production and Operation Controls 332
Breakeven Analysis 333
Human Resource Controls 336
Marketing Controls 337
Financial Controls 338

Part Four: Organization: What, Why

and How

Module 14 Management Organization 344

What is an Organization 344

Describe the elements of an organization 344
The Principles of Organizational Design 346
Form of Organizations 353
The Informal Organization 358
Organizational Effectiveness: A Perspective 359

Module 15 Management Organization 361

Need for Organizational Change 361

Organizational Development 362

Assumption 363
An Organizational Framework: Open System 363
The Management Process 368
The Organizational Development Process 370
Organizational Development Technology 373
The Diagnostic Process 374
Intervention Technology 377
Organizing Arrangement Interventions 377
Human Factors Interventions 379
Technology Interventions 381
Physical Setting Interventions 383
A Case Study: Interline Baggage Room 389

Part Five: Corporate Governance

Module 16 The Board of Directors and Officers 401

Role and Function of the Board 401

Accountability422
The Decision Framework 423
Decision Making 423
Expertise 423
Commitment of Self 424
The Individual and the Team 425
Appearance and Reality 425
Reviewing and Operating Processes 426

Module 17 Legal or Corporate Organization 428

Forms of Business Organizations 428

Board of Directors 429
Powers of the BOD 429
Powers of the Corporation 429
Nature and Scope of the Powers of BOD 430
Rights, Duties and Liabilities of Directors 432
Officers and Employees: Rights, Duties,
and Liabilities 434
President of the Corporation 438
Vice President 438
Treasurer 438
Secretary 438
General Manager/Managing Director 439