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Organizational Behavior 4: From Theory to Practice
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Comments/Reviews
Description: This unique work bridges the gap between theory and practice in organizational behavior. It provides a practical guide to real-life applications of the 35 most significant theories in the field.
The author describes each theory, then analyzes its usefulness and importance to the successful practice of management. His analysis covers key managerial topics such as goal setting, training and development, assessment, job enrichment, influence processes, decision-making, group processes, organizational development, organizational structuring, and effective organizational operation.
Selected Contents:
List of Tables and Figures
Preface
Acknowledgments
PART I. THE CORNERSTONES OF SCIENTIFIC THEORY AND PRACTICAL APPLICATIONS
1. On the Nature of Theory
2. On the Nature of Practice and the Theory-Practice Relationship
PART II. FROM MOTIVATION THEORY TO MOTIVATIONAL PRACTICE
3. From Kurt Lewin's Social Psychology to Change Processes and Goal Setting
4. From David McClelland's Achievement-Motivation Theory to Achievement/Power-Motivation Training and Competence Assessment
5. From Frederick Herzberg's Motivation-Hygiene Theory to Orthodox Job Enrichment
6. From Greg Oldham and Richard Hackman's Job-Characteristics Theory to Their Approach to Job Enrichment
7. From Victor Vroom's and Lyman Porter and Edward Lawler's Expectancy Theories to Compensation and Benefits Practices in Rationalized Organizations
8. From Fred Luthans and Robert Kreitner's Operant-Behavior Theory to Organizational-Behavior Modification
9. From Stacy Adams's Equity Theory and the Distributive-Justice Construct to Compensation Administration and Training to Foster Organizational Justice
10. From Edwin Locke and Gary Latham's Goal-Setting Theory to Goal Setting in Organizations
Epilogue on Motivation
1. From Harry Levinson's Psychoanalytic Theory to Psychological Assessment (Using the Ego Ideal, Recapitulation of the Family Structure, and the Psychological Contract)
2. From Elton Mayo's Personality and Motivation Theory to Human-Relations Training and an Approach to Employee Counseling
3. From Frederick Taylor's Scientific Management to Time and Motion Study
PART III. FROM LEADERSHIP THEORY TO LEADERSHIP PRACTICE
11. From Victor Vroom, Philip Yetton, and Arthur Jago's Normative Decision-Process Theory to the Use of Participative Management
12. From Fred Fiedler's Contingency Theory of Leadership to the Leader-Match Approach to Management Development
13. From George Graen's Vertical Dyad Linkage/Leader-Member Exchange Theory to High-Quality Interventions Across the Board, and Enhancing Fast-Track Careers
14. From Steven Kerr's Substitutes for Leadership to Providing Methods to Improve Influence Processes in Organizations
15. From John Miner's Role-Motivation Theory to Managerial Role-Motivation Training and Psychological Assessment
16. From Bernard Bass's Transformational-Leadership Theory to Transformational Training
Epilogue on Leadership
1. From Douglas McGregor's Theory X and Theory Y to Participative Management
2. From Frank Heller's Influence-Power Continuum Theory to Participative Management
PART IV. FROM DECISION-MAKING THEORY TO DECISION-MAKING PRACTICE
17. From Lee Roy Beach's Image Theory to Organizational Decision Making
Epilogue on Decision Making
PART V. FROM SYSTEMS THEORY TO THE PROCESSES AND STRUCTURES OF ORGANIZATIONS
18. From Eric Trist and Fred Emery's Sociotechnical-Systems Theory to Autonomous Work Groups
19. From Paul Lawrence and Jay Lorsch's Contingency Theory of Organizations--Differentiation and Integration--to Organization Development and Matrix Structures
Epilogue on Systems
1. From Rensis Likert's Theory of Systems 1-4 and 4T to Participative Management (Particularly Involving Human Resource Accounting and Survey Feedback)
2. From Henri Fayol's Principles and Elements of Managing to the Functions of Management
PART VI. FROM BUREAUCRACY-RELATED CONCEPTS TO THE PROCESSES AND STRUCTURES OF ORGANIZATIONS
20. From Max Weber's Theory of Bureaucracy to the Processes and Structures of Hierarchic Organizations
21. From Derek Pugh, David Hickson, and Robert Hinings's Theory Underlying the Aston Studies to Organizational Processes and Structuring
22. From Peter Blau's Theory of Differentiation to Organizational Process and Structuring
23. From Chris Argyris's Goal-Congruence Theory and His Theory of Organizational Learning to Organization Development (Particularly Involving Learning Seminars)
24. From Edgar Schein's Organizational-Culture Theory to Organization Development (Particularly Involving Process Consultation)
Epilogue on Bureaucracy
1. From Victor Thompson's Dysfunctions of Bureaucracy to Dual Hierarchies and Venture Structures
2. From Warren Bennis's Theory of Bureaucratic Demise to Temporary Systems
3. From Robert Blake and Jane Mouton's Managerial Grid Theory of Leadership to Grid-Organization Development
4. From Robert Golembiewski's Concept of Alpha, Beta, and Gamma Change to the Evaluation of Organization Development
PART VII. FROM SOCIOLOGICAL CONCEPTS OF ORGANIZATION TO MACRO-ORGANIZATIONAL FUNCTIONING
25. From Jeffrey Pfeffer and Gerald Salancik's External Control of Organizations-Resource Dependence Perspective to Effectively Operating Organizations
26. From John Meyer and Richard Scott's Neoinstitutional Theory to Management Education
Epilogue on Sociological Concepts
Name Index
Subject Index
About the Author
    
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