Effective behavior in organizations : learning from the interplay of cases, concepts, and student experiences / Allan R. Cohen ... [et al.].

CONTENTS

INTRODCUTION
what does a manager do?
Needed managerial skills
Nothing is as simple as it seems
Etc


THE TOTAL ORGANIZATION AND THE CONCEPT OF SYSTEMS
The traditional organization
The bases of departmentalization
Variations from the traditional organization
E.tc

THE WORK GROUP
Why groups
How do you know when a group is?
E.tc

COHESIVENESS IN GROUPS: INTEGRATION
Factors that increase cohesion
Consequences of cohesion for productivity, satisfaction and development
E.tc

DIFFERENTIATION IN GROUPS: BUILDING INTERNAL STRUCTURE AS A BASIS FOR PRODUCTIVITY
Bases of differentiation
Behaviour as a result of status differentiation
E.tc

DEVELOPING GROUP EFFECTIVENESS: EMERGENT PROCESSES
Issues facing every work group
What the work situation requires
E.tc

BASIC HUMAN NEEDS AND REWARDS
Fundamental human needs
The manager and the reward system
E.tc

THE PERSONAL SYSTEM
Structure of the personal system
The self-concept
E.tc

THE TWO-PERSON WORK RELATIONSHIP: JOB REQUIREMENTS AND BACKGROUND FACTORS
Managing interpersonal relationships
E.tc

THE TWO-PERSON WORK AND RELATIONSHIP: PROCESSES AND OUTCOMES
Adaptation to what is required and to one another
Communications
E.tc

LEARDERSHIP: EXERTING INFLUENCE AND POWER
Leadership as influence
Power
The use and abuse of power

LEADERSHIP: MANAGERIAL FUNCTIONS AND STYLES
Managers as formal legitimate leaders: managerial choices
How leadership is exercised; alternative styles
E.tc

RELATIONS AMONG GRUPS IN THE ORGANIZATION
Variations in group identity
The price of appropriate differentiation: problems arising from strong group identity
E.tc

THE MANAGER AS THE INITIATOR OF CHANGE IN THE ORGANIZATION
How do you know when change is needed
Where to start
E.tc
CASES

Includes bibliographies and index.