Foreword to the Foreword iForeword iiiPreface vIntroduction 1Defining Organizational Behavior 1An Orchestra as Metaphor 8A Chronology of Organizational Behavior 11Chapter ILeadership 291 The Giving of Orders 42Mary Parker Follett (1926)2 The Executive Functions 48Chester I. Bamard (1938)3 Life Cycle Theory of Leadership 56Paul Hersey and Kenneth H. Blanchard (1969)4 The Contingency Model: A Theory of Leadership Effectiveness 65Fred E. Fiedler (1970)5 The Leadership Challenge--A Call for the Transformational Leader 77Noel M. Tichy and David O. Ulrich (1984)6 The Learning Leader as Culture Manager 87Edgar H. Schein (1992)7 What Makes a Leader? 97Daniel Goleman (1998)8 Leadership as the Legitimation of Doubt 105Karl E. Weick (2001)9 Efficacy and Effectiveness: Integrating Models of Leadershipand Intelligence 114Martin M. Chemers (2002)Chapter IIMotivation 13210 The Hawthorne Experiments 142Frederick J. Roethlisberger (1941)11 A Theory of Human Motivation 152Abraham H. Maslow (1943)12 The Human Side of Enterprise 163Douglas Murray McGregor (1957)13 The Motivating Effect of Cognitive Dissonance 169Leon Festinger (1958)14 Work and Motivation 175Victor H. Vroom (1964)15 One More Time: How Do You Motivate Employees.7 182Frederick Herzberg (1968)16 Work Motivation: The Incorporation of Self-Concept-BasedProcesses 191Nancy H. Leonard, Laura L. Beauvais, and Richard W. Scholl (1999)17 Self-Set Goals and Self-Efficacy as Mediators of Incentivesand Personality 210Edwin A. Locke (2001)Chapter IIIIndividuals in Teams and Groups 22018 Foundations and Dynamics of Intergroup Behavior 232Robert R. Blake, Herbert A. Shepard, and Jane S. Mouton (1964)19 Origins of Group Dynamics 241Dorwin Cartwright and Alvin Zander (1968)20 An Intergroup Perspective on Group Dynamics 251Clayton P. Alderfer (1987)21 Cultural Diversity in Organizations: Intergroup Conflict 263Taylor Cox Jr. (I 993)22 Why Teams: Leading to the High-Performance Organization 274Jon R. Katzenbach and Douglas K. Smith (1993)23 Critical Success Factors for Creating Superb Self-Managing Teams 285Ruth Wageman (1997)24 Virtual Teams: The New Way to Work 297Jessica Lipnack and Jeffrey Stamps (199,9)Chapter IVEffects of the Work Environment on Individuals 30425 Effects of Group Pressure Upon the Modification and Distortionof Judgments 313Solomon E. Asch (1951)26 Some Social and Psychological Consequences of the Longwall Methodof Coal-Getting 321Eric L. Trist and K. W. Bamforth (195 i)27 Bureaucratic Structure and Personality 330Robert K. Merton (1957)28 Groupthink: The Desperate Drive for Consensus at Any Cost 337Irving L. Janis (1971)29 Social Influences on Work Effectiveness 345Lyman W. Porter, Edward E. Lawler III, and J. Richard Hackman (1975)30 Organization Theory and Structural Perspectives on Management 358Jeffrey Pfeffer (1991)31 Psychological Contracts in Organizations: Violating the Contract 369Denise M. Rousseau (1995)Chapter VPower and Influence 38532 Power: A Neglected Variable in Social Psychology 393Dorwin Cartwright (1959)33 The Bases of Social Power 400John R. P. French Jr. and Bertram Raven (1959)34 Sources of Power of Lower Participants in Complex Organizations 410David Mechanic (I 962)35 Who Gets Power--And How They Hold on to It: A Strategic-ContingencyModel of Power 418Gerald R. Salancik and Jeffrey Pfeffer (1977)36 Managing with Power 429Jeffrey Pfeffer (1992)Chapter VIOrganizational Change 43437 Overcoming Resistance to Change 447Lester Coch and John R. P. French Jr. (1948)38 Group Decision and Social Change 461Kurt Lewin (1952)39 Intervention Theory and Methods 466Chris Argyris (1970)40 The Ethics of Social Intervention: Goals, Means, and Consequences 471Herbert C. Kelman and Donald P. Warwick (I 978)41 The Fifth Discipline: The Art and Practice of the Learning Organization 484Peter M. Senge (1990)42 Change: The New Metaphysics 492Warren G. Bennis (2000)43 Laws of the Jungle and the New Laws of Business 497Richard T. Pascale (2001)44 Exploring the Relationship Between Learning and Leadership 505Lillas M. Brown and Barry Z. Posner (2001)
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