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Organizational Behavior 6: Integrated Theory Development and The Role of the Unconscious
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Comments/Reviews
Description: This is the first and only book dealing with how the new psychological research on the unconscious applies to foundational theories of organizational behavior. It covers both micro and macro organizational theories, and seeks to show how these theories would benefit from more consideration of unconscious activations.
An introductory chapter addresses historical matters, evaluative dimensions, and opposing views with regard to the new unconscious research. Part I then takes up various theories of motivation, and how each does or might incorporate unconscious processes. Part II is concerned with theories of leadership, and applies a similar approach to unearthing unconscious considerations. Part III moves to organizational decision making, again stressing how unconscious activations may operate with theories of this type. This perspective is continued in Part IV on systems concepts and organization, in Part V on bureaucracy-related concepts, and in Part VI dealing with sociological concepts of organizations. The final chapter demonstrates how organizational behavior as a whole has been biased towards conscious theories, and against an unconscious perspective.
The book includes many direct quotes from key research documents and citations from numerous meta-analytic studies. Each chapter begins with a handy outline of key chapter topics, and the book includes exceptionally complete and current references.
Selected Contents:
List of Tables and Figures
Preface
Acknowledgments
Introduction
PART I. THEORIES OF MOTIVATION
Chapter 1. Expectancy Theories
Chapter 2. Goal-Setting Theory
Chapter 3. Kurt Lewin's Social Psychology
Chapter 4. Achievement Motivation Theory
Chapter 5. Job Characteristics Theory
Chapter 6. Theories Based on B.F. Skinner and Organizational Behavior Modification
Chapter 7. Equity Theory and Distributive Justice
Chapter 8. Attribution Theory as Applied to Managerial Perceptions
Chapter 9. Existence, Relatedness, and Growth Theory
Chapter 10. Psychoanalytic Theory as Applied to Organizations
Chapter 11. Self-Determination Theory
Chapter 12. Theory of Behavior in Organizations
PART II. THEORIES OF LEADERSHIP
Chapter 13. Normative Decision Process Theory
Chapter 14. Leader-Member Exchange Theory
Chapter 15. Information Processing Theory of Leadership
Chapter 16. Role Motivation Theory of Leadership
Chapter 17. Charismatic Leadership Theory
Chapter 18. Contingency Theory of Leadership
Chapter 19. Substitutes for Leadership Theory
Chapter 20. Path-Goal Theory
Chapter 21. The Romance of Leadership
PART III. ORGANIZATIONAL DECISION MAKING
Chapter 22. Administrative Behavior and Organizations
Chapter 23. Image Theory
Chapter 24. Behavioral Theory of the Firm, Organizational Learning, and the Garbage Can Model: Theories Involving James March
PART IV. SYSTEMS CONCEPTS OF ORGANIZATIONS
Chapter 25. Control Theory (Using the Control Graph)
Chapter 26. Katz and Kahn's Social Psychology of Organizations
Chapter 27. Sociotechnical Systems Theory
Chapter 28. Sociological Open Systems Theory
Chapter 29. Contingency Theory of Organizations: Differentiation and Integration
Chapter 30. Ralph Stogdill's Group-Focused Systems Theory
PART V. BUREAUCRACY-RELATED CONCEPTS
Chapter 31. Weber's Theory of Bureaucracy
Chapter 32. The Theory Undergirding the Aston Studies
Chapter 33. Peter Blau's Theory of Differentiation
Chapter 34. Goal Congruence Theory and Organization Development
Chapter 35. Dysfunctions and Variants on Bureaucracy
Chapter 36. Compliance Theory
Chapter 37. Structural Contingency Theory
Chapter 38. The Theory of Alpha, Beta, and Gamma Change
PART VI. SOCIOLOGICAL CONCEPTS OF ORGANIZATION
Chapter 39. External Control of Organizations: Resource Dependence Perspective
Chapter 40. Neoinstitutional Theory
Chapter 41. Organizational Ecology and Demography
Chapter 42. Conclusions on Conclusions
References
Name Index
Subject Index
About the Author
Comment(s): "As one of the discipline's preeminent voices, Jack Miner has once again shown a range of empirical and theoretical understanding that is rarely encountered. It is impossible to read Miner's original insights without having one's understanding of motivation and leadership theory permanently and dramatically widened." -- Arthur G. Bedeian, Louisiana State University
    
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