chapter - Pearson

8
Chapter 1 Organizational Behavior and Management
Understanding and managing
organizational behavior
requires studying
Individuals in organizations
Chapter 2 Individual differences:
Personality and ability
Chapter 3 The experience of work: Values,
attitudes, and moods
Chapter 4 Perception, attribution, and the
management of diversity
Chapter 5 Learning in organizations
Chapter 6 The nature of work motivation
Chapter 7 Motivation tools I: Job design
and goal setting
Chapter 8 Motivation tools II: Performance
appraisal, pay, and careers
Chapter 9 Stress and work-life linkages
Groups and organizational processes
Chapter 10 The nature of work groups
and teams
Chapter 11 Effective work groups
and teams
Chapter 12 Leadership
Chapter 13 Communication
Chapter 14 Decision making
Intergroup relations and the
organizational context
Chapter 15 Organizational structure
and culture
Chapter 16 Determinants of organizational
structure and culture
Chapter 17 Managing global organizations
Chapter 18 Power, politics, and conflict
Chapter 19 Organizational change
and development
FIGURE 1.2 Components of Organizational Behavior
Group
Two or more people who interact
to achieve their goals.
Team
A group in which members work
together intensively to achieve a
common group goal.
The effects of group characteristics and processes (such as communication and
decision making) on organizational behavior also need to be understood. A group is
two or more people who interact to achieve their goals. A team is a group in which
members work together intensively to achieve a common group goal. A virtual team
is a group whose members work together intensively via electronic means and who
may never actually meet. The number of members in a group, the type and diversity
of team members, the tasks they perform, and the attractiveness of a group to its
members all influence not just the behavior of the group as a whole but also the
behaviors of individuals within the group. For example, a team can influence its
members’ decisions on how diligently they should do their jobs or how often they
are absent from work. Chapters 10 through 14 examine the ways in which groups
affect their individual members and the processes involved in group interactions
such as leadership, communication, and decision making.
Many studies have found that characteristics of the organization as a whole
(such as the design of an organization’s structure and its culture) have important
effects on the behavior of individuals and groups. An organization’s structure controls
how people and groups cooperate and interact to achieve organizational
goals. The principal task of organizational structure is to encourage people to
work hard and coordinate their efforts to ensure high levels of organizational performance.
An organization’s culture controls how the individuals and groups interact
with each other and with people (such as customers or suppliers) outside the
organization. Organizational culture also shapes and controls the attitudes and
behavior of people and groups within an organization and influences their desire
to work toward achieving organizational goals. Chapters 15 through 19 examine
the way organizational structure and culture affect performance and also examine