Implications for Managers
by Timothy A. Judge, Stephen P Robbins
Essentials of Organizational Behavior, 14/e
- Essentials of Organizational Behavior
- Brief Contents
- Contents
- Preface
- About the Authors
- Part 1 Understanding Yourself and Others
- 1 What Is Organizational Behavior?
- Improve Your Grade!
- Learning Objectives
- Management and Organizational Behavior
- Complementing Intuition with Systematic Study
- Disciplines That Contribute to the OB Field
- There are Few Absolutes in OB
- Challenges and Opportunities for OB
- Coming Attractions: Developing An OB Model
- Summary
- Implications for Managers
- 2 Diversity in Organizations
- 3 Attitudes and Job Satisfaction
- 4 Emotions and Moods
- 5 Personality and Values
- 1 What Is Organizational Behavior?
- Part 2 Making and Implementing Decisions
- 6 Perception and Individual Decision Making
- Improve Your Grade!
- Learning Objectives
- What is Perception?
- Person Perception: Making Judgments about Others
- The Link Between Perception and Individual Decision Making
- Decision Making in Organizations
- Influences on Decision Making: Individual Differences and Organizational Constraints
- What About Ethics in Decision Making?
- Creativity, Creative Decision Making, and Innovation in Organizations
- Summary
- Implications for Managers
- 7 Motivation Concepts
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- Learning Objectives
- Motivation
- Early Theories of Motivation
- Contemporary Theories of Motivation
- Other Contemporary Theories of Motivation
- Job Engagement
- Integrating Contemporary Theories of Motivation
- Summary
- Implications for Managers
- 8 Motivation: From Concepts to Applications
- Improve Your Grade!
- Learning Objectives
- Motivating by Job Design: The Job Characteristics Model (JCM)
- Using Job Redesign to Motivate Employees
- Using Alternative Work Arrangements to Motivate Employees
- Using Employee Involvement and Participation (EIP) to Motivate Employees
- Using Extrinsic Rewards to Motivate Employees
- Using Benefits to Motivate Employees
- Using Intrinsic Rewards to Motivate Employees
- Summary
- Implications for Managers
- 6 Perception and Individual Decision Making
- Part 3 Communicating in Groups and Teams
- 9 Foundations of Group Behavior
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- Learning Objectives
- Groups and Group Identity
- Stages of Group Development
- Group Property 1: Roles
- Group Property 2: Norms
- Group Property 3: Status, and Group Property 4: Size
- Group Property 5: Cohesiveness, and Group Property 6: Diversity
- Group Decision Making
- Summary
- Implications for Managers
- 10 Understanding Work Teams
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- Learning Objectives
- Why have Teams become so Popular?
- Differences between Groups and Teams
- Types of Teams
- Creating Effective Teams
- Turning Individuals into Team Players
- Beware! Teams Aren’t Always the Answer
- Summary
- Implications for Managers
- 11 Communication
- 9 Foundations of Group Behavior
- Part 4 Negotiating Power and Politics
- 12 Leadership
- Improve Your Grade!
- Learning Objectives
- Trait Theories of Leadership
- Behavioral Theories
- Contingency Theories
- Contemporary Theories of Leadership
- Responsible Leadership
- Positive Leadership
- Challenges to our Understanding of Leadership
- Summary
- Implications for Managers
- 13 Power and Politics
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- Learning Objectives
- Power and Leadership
- Bases of Power
- Dependence: The Key to Power
- Power Tactics
- How Power Affects People
- Politics: Power in Action
- Causes and Consequences of Political Behavior
- Summary
- Implications for Managers
- 14 Conflict and Negotiation
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- Learning Objectives
- A Definition of Conflict
- The Conflict Process
- Negotiation
- The Negotiation Process
- Individual Differences in Negotiation Effectiveness
- Negotiating in a Social Context
- Third-Party Negotiations
- Summary
- Implications for Managers
- 12 Leadership
- Part 5 Leading, Understanding, and Transforming the Organization System
- 15 Foundations of Organization Structure
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- Learning Objectives
- What is Organizational Structure?
- Common Organizational Frameworks and Structures
- Alternate Design Options
- The Leaner Organization: Downsizing
- Why Do Structures Differ?
- Organizational Designs and Employee Behavior
- Summary
- Implications for Managers
- 16 Organizational Culture
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- Learning Objectives
- What is Organizational Culture?
- What do Cultures do?
- Creating and Sustaining Culture
- How Employees Learn Culture
- Influencing an Organizational Culture
- The Global Context
- Summary
- Implications for Managers
- 17 Organizational Change and Stress Management
- 15 Foundations of Organization Structure
- Epilogue
- Endnotes
- Glossary
- Index
Implications for Managers
Recognize individual differences. Spend the time necessary to understand what’s important to each employee. Design jobs to align with individual needs to maximize their motivation potential.
Use goals and feedback. You should give employees firm, specific goals, and employees should get feedback on how well they are faring in pursuit of those goals.
Allow employees to participate in decisions that affect them. Employees can contribute to setting work goals, choosing their own benefits packages, and solving productivity and quality problems.
Link rewards to performance. Rewards should be contingent on performance, and employees must perceive the link between the two.
Check the system for equity. Employees should perceive that individual effort and outcomes explain differences in pay and other rewards.
Try It!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to complete the Motivation: From Concepts to Applications.
Personal Inventory Assessments
Diagnosing the Need for Team Building
We might be tempted to think that assembling a group for a project is team building, but intentional team building is much different. Take this PIA to find out how to diagnose the need for planned team building.
8-1. What compensation and benefits plan would motivate you most in your next job? In a job five years from now? What are the similarities and differences between these two points in time, and why?
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