ANNUAL EDITIONS: Organizational Behavior 02/03, Third Edition
UNIT 1. Introduction to Organizational BehaviorPart A. Organizational Behavior in Context1. Getting a Grip on Group Behavior, Gary J. Salton, Industrial Management, November 2000
Organizational engineering allows managers to predict the behavior of groups without the use of psychology. It does this by using sociological tools that focus on relationships, not people. 2. Shifting Paradigms: From Newton to Chaos, Toby J. Tetenbaum, Organizational Dynamics, Spring 1998
The old paradigm for industry and most organizations was linear. Today, the old idea of “if X, then Y” does not necessarily apply. In fact, the paradigm now is “if X, then?” 3. The New Frontier: Transformation of Management for the New Millennium, Michael A. Hitt, Organizational Dynamics, Winter 2000
Management will be different in the new century. Stability is a thing of the past and managers are going to have to learn to deal with very rapid change. Part B. Employer-Employee Relations4. Employer Sanctions Against Immigrant Workers, Muzaffar Chishti, Working USA, March/April 2000
The immigration reform laws were enacted to protect American workers. But perhaps they are not working in quite the manner for which they were intended. 5. Straight Down the Line, Neil Merrick, Employee Benefits News, September 2000
If the people in your organization are going to be successful in communicating their problems and ideas, then you must train them to communicate effectively. This will improve employer-employee relations. UNIT 2. Individual BehaviorPart A. Diversity and Individual Difference6. Cultural Diversity and the Dynamism of History, Sasaki Takeshi, Journal of Japanese Trade & Industry, January/February 2000
Cultures are diverse, and blending them together into a workable, global society will be one of the major tasks of the twenty-first century. 7. Individual and Organizational Accountabilities: Reducing Stereotypes and Prejudice Within the Workplace, Bryan Gingrich, The Diversity Factor, Winter 2000
It is natural for people to categorize individuals. Unfortunately, the categorization can often lead to stereotyping and then to prejudice in the workplace. This article deals with strategies to combat this phenomenon. Part B. Values and Ethics8. Ethics of Tomorrow's Business Managers: The Influence of Personal Beliefs and Values, Individual Characteristics, and Situational Factors, Mohammed Y. A. Rawwas and Hans R. Isakson, Journal of Education for Business, July 2000
Tomorrow's business leaders are in today's business classrooms. Their attitudes and actions concerning ethics and ethical behavior will say a lot about how business will be conducted in the future. Part C. Motivation9. The Beauty of the Organizational Beast, Geoffrey M. Bellman, Training & Development, May 2000
Getting people in an organization to change is difficult work. This article offers some reasons why it is important. 10. Peer Responses to Low Performers: An Attributional Model of Helping in the Context of Groups, Jeffrey A. Lepine and Linn Van Dyne, Academy of Management Review, January 2001
How members of groups view low performers and the help they are likely and willing to give them, given a particular set of circumstances, is the subject of this article. Part D. Learning and Self-Management11. The New (Beep, Beep) Rules of HRD, Chip R. Bell and Oren Harari, Training & Development, August 2000
For organizations that want to grow and prosper in the future, the rules are now different. The old rules meant looking back; the new rules mean looking forward. The authors write, “Be a Road Runner, not a Wile E. Coyote.” 12. Are We Writing the Obituary for the Learning Organization?, Edward E. Gordon, Employee Benefit News, April 1, 2001
The people who succeed are people who commit to lifelong learning. Today, many organizations are leaving the job of learning up to the individual employee. That could be a mistake. UNIT 3. Social and Group ProcessPart A. Group Dynamics13. Flying Off Over Office Politics, Libby Mulitz, InfoWorld, November 6, 2000
Some organizations are growing so fast that it is almost impossible for them to create teams and develop productive relationships. Office politics often gets in the way. Here are some things that can be done to build trust, create productive relationships, and integrate departments. 14. Identifying Who Matters: Mapping Key Players in Multiple Environments, Jeffrey L. Cummings and Jonathan P. Doh, California Management Review, Winter 2000
For large organizations to be successful, they must pursue strategies that take in not only economic considerations, but social, political, and governmental strategies as well. Part B. Communication15. Passing the Word: Toward a Model of Gossip and Power in the Workplace, Nancy B. Kurland and Lisa Hope Pelled, Academy of Management Review, April 2000
Every organization has networks of informal communication. This article provides a model for informal communication as well as an analysis of the consequences of it. Part C. Leadership16. Leadership A to Z, Haidee Allerton, Training & Development, March 2000
Leadership is a topic of constant interest that has many and changing ideas. A few of them are discussed in this question-and-answer session with James O'Toole, whose new book is titled “A Guide for the Appropriately Ambitious.” 17. The Manager as Political Leader: A Challenge to Professionalism?, John Nalbandian, Public Management, March 2000
Mixing politics and leadership can be difficult for managers in the public sector. This is a success story. Part D. Power and Politics18. Political Skill: An Antidote for Workplace Stressors, Pamela L. Perrewe, Gerald R. Ferris, Dwight D. Frink, and William P. Anthony, Academy of Management Review, August 2000
Every organization has a culture of politics. Some managers thrive on it and some do not. This article discusses how the ability to deal effectively with the political aspects of an organization can help reduce workplace stressors. Part E. Teams19. Team Structure and Performance: Assessing the Mediating Role of Intrateam Process and the Moderating Role of Task Type, Greg L. Stewart and Murray R. Barrick, Academy of Management Journal, April 2000
Teams are the way many organizations get things done. How they are structured and the type of task they are designed to perform will have an impact on their effectiveness and success. UNIT 4. Organizational SystemsPart A. Emerging Organizational Design20. The Strands That Connect: An Empirical Assessment of How Organizational Design Links Employees to the Organization, Miles H. Overholt, Gerald E. Connally, Thomas C. Harrington, and David Lopez, Human Resource Planning Journal, June 2000
This article examines the various ways that organizations attempt to link employees to their organizational culture so that they will be more productive. 21. A Closer Look: Re-Viewing the Organization, Henry Mintzberg and Ludo Van der Heyden, Ivey Business Journal, September 2000
According to the authors, organizations do four things—they find, they keep, they transform, and they distribute. How they do it and the degree to which they accomplish these tasks is what makes them different and unique. 22. The Future That Has Already Happened, Peter Drucker, The Futurist, November 1998
The foreseeable future, or at least that part of the future that can be anticipated, has already happened and it means many changes. Two converging trends that managers must face, according to Peter Drucker, are the declining workforce and the importance of knowledge as a resource. 23. Creating a Hybrid Organizational Form From Parental Blueprints: The Emergence and Evolution of Knowledge Firms, Amalya L. Oliver and Kathleen Montgomery, Human Relations, Volume 53, Number 1, 2000
As the economy evolves, new forms of organizational structure are also evolving to meet the demands of the marketplace. This article looks at the evolution of new biotechnology firms (NBFs). Part B. Work Design24. What Might Work Look Like?, Robin Hahnel and Cynthia Peters, Dollars and Sense, November/December 2000
Work is likely to change in the twenty-first century. Here are some fairly radical ideas describing what work may look like in the future. Part C. Performance Appraisal, Feedback, and Rewards25. Knowledge Transfer: A Basis for Competitive Advantage in Firms, Linda Argote and Paul Ingram, Organizational Behavior and Human Decision Processes, May 2000
A key to future success in a competitive environment will be how organizations are able to develop and transfer knowledge. Here are some ways that it can be done. Part D. Human Resources Policies and Practices26. Strategizing for HR, Kathryn Tyler, HR Magazine, February 2001
Human resource departments are going to have to develop their own plans that fit into their organization's corporate strategy. They can no longer muddle through; rather, human resources departments must serve and meet the objectives of their organization. Part E. Organizational Culture27. Managing Social Capital, Lovemore Mbigi, Training & Development, January 2000
The African Spirit Hierarchy has lessons that can be applied to managing an organizational culture. 28. The Six Levers for Managing Organizational Culture, David W. Young, Business Horizons, September/October 2000
Managers have six tools that they can use to modify an organization's culture: strategy formulation process, authority and influence, conflict management, motivation, management control, and customer/client management. UNIT 5. Organizational Change and DevelopmentPart A. International Organizations29. Who Gets to Run the World?, Devesh Kapur, Foreign Policy, November/December 2000
Where is the talent going to come from to operate the global agencies that are important to maintaining world peace and global trade and development? Are the best people being trained and selected for these positions? Perhaps not! Part B. Stress Management30. Mind Your Own Business: How to Handle Pressure, Ted Pollock, Supervision, October 2000
Stress is a part of every manager's job. It is important to remember that nobody wins all of the time, and coming to that realization often requires a great deal of self-knowledge and patience. Part C. Managing Change31. Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change, Sandy Kristin Piderit, Academy of Management Review, October 2000
People frequently resist change in any organization. However, that resistance is often based on ambivalence and the effects of ambivalence to change. Developing strategies to deal with the ambivalence and not turning that ambivalence into resistance is the subject of this article.
