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)

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