Readings in Managerial Psychology
Editat de Harold J. Leavitt, Louis R. Pondy, David M. Bojeen Limba Engleză Paperback – 30 sep 1988
With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such "soft" issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before.
Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press.
Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press.
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Specificații
ISBN-13: 9780226469928
ISBN-10: 0226469921
Pagini: 778
Ilustrații: 40 figures, 21 tables
Dimensiuni: 152 x 229 x 46 mm
Greutate: 1.03 kg
Ediția:1
Editura: University of Chicago Press
Colecția University of Chicago Press
ISBN-10: 0226469921
Pagini: 778
Ilustrații: 40 figures, 21 tables
Dimensiuni: 152 x 229 x 46 mm
Greutate: 1.03 kg
Ediția:1
Editura: University of Chicago Press
Colecția University of Chicago Press
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Notă biografică
Harold J. Leavitt is the Walter Kenneth Kilpatrick Professor Emeritus of Organizational Behavior and Psychology, Graduate School of Business, Stanford University. The late Louis R. Pondy was professor of business administration at the University of Illinois, Urbana-Champaign. David M. Boje works with Printers' Connection, Culver City, California.
Cuprins
Preface
1. Motivation: The Driving Force
Introduction
Motivation: A Diagnostic Approach
David A. Nadler and Edward E. Lawler III
A Theory of Human Motivation
A. H. Maslow
Intrinsic and Extrinsic Motivation
Barry M. Staw
On the Folly of Rewarding A, while Hoping for B
Steven Kerr
2. Mind: Thinking, Creating, Analyzing
Introduction
Cognitive Processes in Creative Acts
John R. Hayes
Emotional Blocks
James L. Adams
The Science of "Muddling Through"
Charles E. Lindblom
3. Opinions, Beliefs, and Attitudes: The Balancing Act
Introduction
The Rationalizing Animal
Elliot Aronson
Commitment and Consistency: Hobgoblins of the Mind
Robert B. Cialdini
Training the Woman to Know Her Place: The Power of a Nonconscious Ideology
Sandra L. Bern and Daryl J. Bern
Self-fulfilling Stereotypes
Mark Snyder
4. Communicating in Organizations: Talk, Talk, Talk
Introduction
Language and Organization
Richard L. Daft and John C. Wiginton
Leadership Is a Language Game
Louis R. Pondy
On the Dynamics of the Helping Relationship
David A. Kolb and Richard E. Boyatzis
The Art of Saying No: Linking Power to Culture
Dafna M. Izraeli and Todd D. Jick
5. Leading: Inspiration and Direction
Introduction
The Role of the Founder in Creating an Organizational Culture
Edgar H. Schein
Managers and Leaders: Are They Different?
Abraham Zaleznik
The Human Side of Enterprise
Douglas M. McGregor
Female Leadership in Formal Organizations: Must the Female Leader Go Formal?
Jean Lipman-Blumen
6. Power: Over and Under the Table
Introduction
Who Gets Power—and How They Hold on to It: A Strategic-contingency Model of Power
Gerald R. Salancik and Jeffrey Pfeffer
Power Enactment through Language and Ritual
Michael Moch and Anne S. Huff
Power Tactics
Norman H. Martin and John Howard Sims
Why the Powerless Do Not Revolt
Jean Lipman-Blumen
7. Groups: Group Pressures, Group Decisions, Group Conflicts
Introduction
Suppose We Took Groups Seriously
Harold J. Leavitt
Management Development as a Process of Influence
Edgar H. Schein
Groupthink
Irving L. Janis
An Intergroup Perspective on Individual Behavior
Kenwyn K. Smith
8. Managing Conflict: Making Friends and Making Enemies
Introduction
The Absorption of Protest
Ruth Leeds Love
Organizational Culture and Counterculture: An Uneasy Symbiosis
Joanne Martin and Caren Siehl
Organizational Conflict: Concepts and Models
Louis R. Pondy
9. The Manager's Job
Introduction
What Effective General Managers Really Do
John P. Kotter
Trade Routes: The Manager's Network of Relationships
Robert E. Kaplan
Managerial Work: Analysis from Observation
Henry Mintzberg
Pathfinding, Problem Solving, and Implementing: The Management Mix
Harold J. Leavitt
10. Designing Organizational Cultures: Myth, Ritual, and Symbol
Introduction
Myth Making: A Qualitative Step in OD Interventions
David M. Boje, Donald B. Fedor, and Kendrith M. Rowland
The Role of Ceremonials in Organizational Behavior
Harrison M. Trice, James Belasco, and Joseph A. Alutto
Symbols, Patterns, and Settings: An Optimistic Case for Getting Things Done
Thomas J. Peters
Fitting New Employees into Company Culture
Richard Pascale
11. Strategy, Structure, and Adaptation
Introduction
Choosing Strategies for Change
John P. Kotter and Leonard A. Schlesinger
Managing Strategies Incrementally
James Brian Quinn
Managing the Stages of Organizational Growth
Eric G. Flamholtz
12. Organizations and Their Environment
Introduction
Strategies for Survival: How Organizations Cope with Their Worlds
Harold J. Leavitt, William R. Dill, and Henry B. Eyring
Transorganizational Development: Contributions to Theory and Practice
David M. Boje and Terance J. Wolfe
Beyond Management and Worker: The Institutional Function of Management
Jeffrey Pfeffer
1. Motivation: The Driving Force
Introduction
Motivation: A Diagnostic Approach
David A. Nadler and Edward E. Lawler III
A Theory of Human Motivation
A. H. Maslow
Intrinsic and Extrinsic Motivation
Barry M. Staw
On the Folly of Rewarding A, while Hoping for B
Steven Kerr
2. Mind: Thinking, Creating, Analyzing
Introduction
Cognitive Processes in Creative Acts
John R. Hayes
Emotional Blocks
James L. Adams
The Science of "Muddling Through"
Charles E. Lindblom
3. Opinions, Beliefs, and Attitudes: The Balancing Act
Introduction
The Rationalizing Animal
Elliot Aronson
Commitment and Consistency: Hobgoblins of the Mind
Robert B. Cialdini
Training the Woman to Know Her Place: The Power of a Nonconscious Ideology
Sandra L. Bern and Daryl J. Bern
Self-fulfilling Stereotypes
Mark Snyder
4. Communicating in Organizations: Talk, Talk, Talk
Introduction
Language and Organization
Richard L. Daft and John C. Wiginton
Leadership Is a Language Game
Louis R. Pondy
On the Dynamics of the Helping Relationship
David A. Kolb and Richard E. Boyatzis
The Art of Saying No: Linking Power to Culture
Dafna M. Izraeli and Todd D. Jick
5. Leading: Inspiration and Direction
Introduction
The Role of the Founder in Creating an Organizational Culture
Edgar H. Schein
Managers and Leaders: Are They Different?
Abraham Zaleznik
The Human Side of Enterprise
Douglas M. McGregor
Female Leadership in Formal Organizations: Must the Female Leader Go Formal?
Jean Lipman-Blumen
6. Power: Over and Under the Table
Introduction
Who Gets Power—and How They Hold on to It: A Strategic-contingency Model of Power
Gerald R. Salancik and Jeffrey Pfeffer
Power Enactment through Language and Ritual
Michael Moch and Anne S. Huff
Power Tactics
Norman H. Martin and John Howard Sims
Why the Powerless Do Not Revolt
Jean Lipman-Blumen
7. Groups: Group Pressures, Group Decisions, Group Conflicts
Introduction
Suppose We Took Groups Seriously
Harold J. Leavitt
Management Development as a Process of Influence
Edgar H. Schein
Groupthink
Irving L. Janis
An Intergroup Perspective on Individual Behavior
Kenwyn K. Smith
8. Managing Conflict: Making Friends and Making Enemies
Introduction
The Absorption of Protest
Ruth Leeds Love
Organizational Culture and Counterculture: An Uneasy Symbiosis
Joanne Martin and Caren Siehl
Organizational Conflict: Concepts and Models
Louis R. Pondy
9. The Manager's Job
Introduction
What Effective General Managers Really Do
John P. Kotter
Trade Routes: The Manager's Network of Relationships
Robert E. Kaplan
Managerial Work: Analysis from Observation
Henry Mintzberg
Pathfinding, Problem Solving, and Implementing: The Management Mix
Harold J. Leavitt
10. Designing Organizational Cultures: Myth, Ritual, and Symbol
Introduction
Myth Making: A Qualitative Step in OD Interventions
David M. Boje, Donald B. Fedor, and Kendrith M. Rowland
The Role of Ceremonials in Organizational Behavior
Harrison M. Trice, James Belasco, and Joseph A. Alutto
Symbols, Patterns, and Settings: An Optimistic Case for Getting Things Done
Thomas J. Peters
Fitting New Employees into Company Culture
Richard Pascale
11. Strategy, Structure, and Adaptation
Introduction
Choosing Strategies for Change
John P. Kotter and Leonard A. Schlesinger
Managing Strategies Incrementally
James Brian Quinn
Managing the Stages of Organizational Growth
Eric G. Flamholtz
12. Organizations and Their Environment
Introduction
Strategies for Survival: How Organizations Cope with Their Worlds
Harold J. Leavitt, William R. Dill, and Henry B. Eyring
Transorganizational Development: Contributions to Theory and Practice
David M. Boje and Terance J. Wolfe
Beyond Management and Worker: The Institutional Function of Management
Jeffrey Pfeffer