ORGANIZATIONAL BEHAVIOR 3rd ed. by Robert Kreitner and Angelo Kinicki. Irwin, 1989, 1992, 1995



PREFACE --- The "human factor" is the key to success in organizations! People are the common denominator of organized endeavor --- regardless of the organizations's size or purpose. The book's goal is to teach the Japanese concept of "KAIZEN" or continuous improvement in the workplace!

    [1] Structural changes in the 3rd edition (pvii-vii)

    This edition flows in a balanced way from micro (individuals) to macro (groups and organizations) topics, including nine "structural changes"

    [2] New topical coverage (pviii-ix)

    Major changes were made in the 3rd edition of this text to emphasize managing in a "global economy," managing "cultural diversity", improving product/service "quality" by utilizing self-managed teams, and making "ethical" decisions within the context of a "learning organization." (pxii-xi)

    The following 29 issues have been significantly improved to ensure up-to-date coverage of these major topics:

      (1) Profile of the 21st-century manager

      (2) Principles of Total Quality Management (TQM) (pxii-xi)

      (3) The Deming legacy (pxii-xi)

      (4) Managing cultural diversity (pxii-xi)

      (5) The "Big Five" personality dimensions

      (6) Three ethical criteria for managers

      (6) General moral principles for global managers

      (7) Trait/genetic components of job satisfaction

      (8) Goal commitment

      (9) Covey's seven habits of highly effective people as an agenda for self-improvement

      (10) Stepladder technique for avoiding "social loafing"

      (11) Women politicians and socialized power

      (12) Computer-aided decision making

      (13) Collaborative computing

      (14) Evolution of a team

      (15) Research evidence of what self-managed teams actually do

      (16) Videoconferencing and communication

      (17) Common trouble signs for feedback systems

      (18) 360-Degree performance reviews

      (19) Managerial credibility

      (20) Gender and leadership

      (21) Charismatic leadership

      (22) Organizational reengineering

      (23) New-style versus old-style organizations

      (24) The shape of tomorrow's organizations --- hourglass, cluster, network

      (25) Adaptive cultures

      (26) Corporate vision and values

      (27) Developing high-performance cultures

      (28) Readiness for change

      (29) Learning organizations

    [3] Pedagogical features (pix-x)

    [4] Words of appreciation (px-xi)

PART 1 --- THE WORLD OF ORGANIZATIONAL BEHAVIOR (p1-75)

    1) Managing organizational behavior for quality and results (p3-26)

    2) International OB --- managing across cultures (p27-50)

    3) Mnaging diversity --- releasing every employee's potential (p51-75)

PART 2 --- INDIVIDUAL BEHAVIOR (p77-229)

    4) Individual differences, values and ethics (p79-108)

      What makes you you? What characteristics do you share with others? What ones set you apart?

      A vast array of individual human differences make a manager's job endlessly challenging.

      A conceptual model for the study of individual differences in organizational behavior: (p82-83)

        [1] Self-concept = A person's self-perception as a physical, social, spiritual being.

        [2] Cognitions = A person's knowledge, opinions, or beliefs

        [3] Self-esteem = A belief about one's own worth based on an overall self-evaluation. High self-esteem individuals see themselves as worthwhile, capable and acceptable. Low self-esteem individuals tend to view themselves in negative terms and don't feel good about themselves, have trouble dealing effectively with others and are hampered by self-doubts.

        [4] Self-efficacy = A person's belief about his or her chances of successfully accomplishing a specific task. Self-efficacy arises from the gradual acquisition of complex cognitive, social, linguistic, and /or physical skills through experience!

    5) Perception and attributions (p109-138)

    6) Motivation through needs, job design, and satisfaction (p139-169)

    7) Motivation through needs, job design, and satisfaction (p170-199)

    8) Behavior modification and self-management (p200-229)

PART 3 --- GROUP AND SOCIAL PROCESSES (p231-362)

    9) Group dynamics (p233-264)

    10) Power, politics, and conflict (p265-296)

    11) Individual and group decision making (p297-332)

    12) Teams and teamwork (p333-362)

PART 4 --- ORGANIZATIONAL PROCESSES (p363-480)

    13) Organizational communication processes (p365-395)

    14) Performance appraisal, feedback, and rewards (p396-424)

    15) Leadership (p425-450)

    16) Managing occupational stress (p451-480)

PART 5 --- THE EVOLVING ORGANIZATION (p481-585)

    17) Organizations --- structure and effectiveness (p483-504)

    18) Organizational life cycles and design (p505-529)

    19) Organizational culture (p530-557>

    20 Managing change in learning organizations (p558-586)

      Advanced learning module (p587-594)

NAME INDEX (p595-599)

SUBJECT INDEX (p600-605)


Go to: Achievement Issue at Work
Go to: Change Issue at Work
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Go to: Motivation Issue at Work
Go to: Performance Issue at Work
Go to: Success Issue at Work
Go to: Teamwork Issue at Work
Go to: Time Management Issue at Work
Go to: Leadership Control Essay
Go to: Home Page Index
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