Organizational Behavior and Management, 5/e
John M. Ivancevich & Michael T. Matteson
McGraw-Hill Int’l
Preface xi
PART I The Field of Organizational Behavior I
Introduction to Organizational Behavior 3
-Appendix 1.A Selected Functions of Management 49
"'A'
Quantitative and Qualitative Research Techniques for Studying Organizational Behavior
and Management Practice 61 Organizational Culture 71
PART 11 Understanding and Managing Individual Behavior 109
Individual Differences and Work Behavior I 11
\4 Motivation 14.5
5 Evaluation, Feedback, and Reward of Individual Behavior 185
Job Design 227
1 Organizational Stress: An Individual View 261
PART III Group Behavior and Interpersonal Influence 299
Group Behavior and Work Teams 301
Intergroup Conflict and Negotiations 335
Organizational Power and Politics 371
PART IV Organizational Processes 105
Leadership: An Overview 407
Leadership: Newer Concepts and Applications 437
13 Communication 475
Decision Making 511
PART V Organizational Design, Change, an(] Innovation 553
15 Organizational Structure and Design 555
16 Managing Organizational Change and Innovation 607
Glossary 651
Name Index 661
Company Index 670
Subject Index 673
Organization and Management
Emmanuel T. Santos
Int’l Academy of Management & Economics
Table of Contents
Part One: Overview
Module 1 Contemporary Concepts of Management I
Management I
Module 2 Management Throughout Recorded
History 5
Precursors of Modem Management Theory 6
Management Reflects Society7
Chronology of Organization Theory and
Management Practices 8
Module 3 Industrial Revolution and the
Development of Modern Management 53
The Nature and Scope of Industrial Revolution 53
First Situs of Industrial Revolution 55
Main Features of Industrial Revolution 57
Great Britain and France: A Case Study on
Industrial Development 58
The Textile Industry: A Case Study of Initiating
Industrialization 60
Steel Industry 66
Agricultural Developments 67
Repercussions of Agricultural and Industrial
Developments 68
Political and Economic Freedom 69
British Monopoly 70
Belgium 70
France 70
Other Europeans 71
Socio-Cultural Aspects 71
Continuing Revolution 74
America's Industrial Revolution 75
Part Two: Evolution of Management Theory and Practice
Module 4 The Classical Approaches 78
Pre-Classical Period: The Systematic Approach 78
Scientific Management 81
Frederick W. Taylor 84
Frank & Lillian Gilbreth 86
Henry L. Gantt 89
Case Study McDonald's Recipe for Success 93
Administrative Management 97
Henry Fayol 97
Fayol's 14 Principles of Management 98
The Bureaucratic Management Approach 100
Max Weber 101
Seven Characteristics of Weber's Bureaucracy 102
Weber's Three Types of Authority 104
United Parcel Service -- A Working Bureaucracy 107
Module 5 Behavioral Approach to Management 109
Backdrop and Context of Developments in
Management Approaches 109
Three Eras of Behavioral Approaches III
The First Era: Human Relations Movement ill
The Second Era: Human Needs and Motivation 115
Third Era -- Integrative Concepts of Organizations
Behavior 120
Module 6 Contemporary Approaches127
Quantitative/Management - Science Approach 127
The System Approach131
Global Management Challenge:
Daimler-Benz Automaker!
Conglomerate? 140
Contingency Approach 143
Management Challenge
Procter& Gamble Alters
Historically Ingrained
Management Practices 145
Situational Management 149
Schools of Organization and Management Theories 150
Part Three: Management Functions and
Practices
Module 7 Planning Concepts and Practices 152
Planning Defined 153
The Nature of Planning 154
Planning Process 157
Hierarchy of Objectives 162
The Planning Hierarchy 164
Planning Roles for Managers 168
Management Skills 170
Managerial Roles 171
Management by Objectives 174
Communicating Plans 176
Standing-use Plans 177
Ambivalent Plan 179
Single-use Plans 180
Flexibility in Planning 182
Contingency Planning183
Comprehensive Planning 184
Approaches to Planning 184
Module 8 Strategic Planning and Organization 188
Diversification 189
Levels of Strategic Plans in Diversified
Organizations 190
The Strategic Planning Process 192
Three-Growth Strategies Most Common to
Business-level Strategy and Planning194
Two Models of Business-level Strategy 194
Module 9 Organizing 202
Concept of Organizing 202
Why Organizing is Important 203
Division of Work 204
Potential Problems of Specialization 206
Some Solution to Problems of Specialization207
Concepts of Job Enlargement and Job Enrichment 208
Formal Organizations and Standardization 210
Bureaucratic and Organic Structures 211
Designing the Organization 214
Concepts in Organizing 216
A Synopsis for Learning 223
Staffing 227
Contingency Theory and Organizational
Structures 229
Module 10 Leadership 239
Meaning of Leadership 239
Assumptions About People 241
Theories of Leadership 242
Leadership Styles Behavioral Theories: Overview 245
Situational Theories 254
Contingency Leadership 258
Political Leadership: Douglas MacGregor Bums 266
Module 11 Motivating 269
The Nature of Motivation 269
Motivation and Human Endeavor 272
Content Theories 274
Process Theories 281
Reinforcement Theory 289
Implications for Management 291
The Controversy over OB Mod 293
Module 12 Communication: Essence of Leadership 301
Communication is the essence of leadership 301
The Communication Process 301
The Basic Communication Model 302
Organizational Communications 305
Communication Killers 309
Listening 312,
Managing the Communication Killers 315
Attitudes 314
Module 13 The Controlling Function 322
Nature and Concept of Controlling 322
Planning and Controlling 323
The Control Process 324
Steps in the Control Process 326
Types of Controls 326
Integrating Different Types of Controls 327
Controlling Responsibilities 328
Production and Operation Controls 332
Breakeven Analysis 333
Human Resource Controls 336
Marketing Controls 337
Financial Controls 338
Part Four: Organization: What, Why
and How
Module 14 Management Organization 344
What is an Organization 344
Describe the elements of an organization 344
The Principles of Organizational Design 346
Form of Organizations 353
The Informal Organization 358
Organizational Effectiveness: A Perspective 359
Module 15 Management Organization 361
Need for Organizational Change 361
Organizational Development 362
Assumption 363
An Organizational Framework: Open System 363
The Management Process 368
The Organizational Development Process 370
Organizational Development Technology 373
The Diagnostic Process 374
Intervention Technology 377
Organizing Arrangement Interventions 377
Human Factors Interventions 379
Technology Interventions 381
Physical Setting Interventions 383
A Case Study: Interline Baggage Room 389
Part Five: Corporate Governance
Module 16 The Board of Directors and Officers 401
Role and Function of the Board 401
Accountability422
The Decision Framework 423
Decision Making 423
Expertise 423
Commitment of Self 424
The Individual and the Team 425
Appearance and Reality 425
Reviewing and Operating Processes 426
Module 17 Legal or Corporate Organization 428
Forms of Business Organizations 428
Board of Directors 429
Powers of the BOD 429
Powers of the Corporation 429
Nature and Scope of the Powers of BOD 430
Rights, Duties and Liabilities of Directors 432
Officers and Employees: Rights, Duties,
and Liabilities 434
President of the Corporation 438
Vice President 438
Treasurer 438
Secretary 438
General Manager/Managing Director 439
