Management of Organizational Behavior: Utilizing Human ResourcesUsed by more than a million people, this best-selling book is based on fundamental ideas from the applied behavioral sciences that have been successfully applied in thousands of organizations throughout the world. The Seventh Edition of Management of Organizational Behavior continues to build on the concepts and techniques of two important applied behavioral science approaches: Situational Leadership and One Minute Management - programs adopted worldwide by more than 400 of the Fortune 500 companies. The Seventh Edition is thoroughly revised and updated to reflect the most current research in the behavioral sciences as well as the continued development in the authors' thinking and their consulting activities. In addition to bringing quality management into clearer focus, the book features two new chapters written by international consultants. The new edition also takes into account comments and suggestions provided by managers, students, teachers, researchers, consultants, and reviewers; offers a clear writing style and flexible format; and includes an extensive list of suggested supplementary reading. Management of Organizational Behavior, Seventh Edition, provides readers with a thorough introduction to the exciting field of management of organizational behavior applicable to public and private management and administration in a wide variety of disciplines: business, communication, health sciences, education, nursing, engineering, and agribusiness. |
Contents
An Applied Behavioral Sciences Approach | 1 |
MANAGEMENT DEFINED | 7 |
ORGANIZATIONS AS SOCIAL SYSTEMS | 13 |
Copyright | |
71 other sections not shown
Other editions - View all
Management of Organizational Behavior: Utilizing Human Resources Paul Hersey,Kenneth H. Blanchard,Dewey E. Johnson No preview available - 1996 |
Common terms and phrases
ability able accomplish achievement activities agers appropriate attempt basic behav behavioral sciences Blanchard Business Center for Leadership Chapter Chris Argyris commitment communication concepts cycle decision delegating direction discussed effective employees environment example expectations factors feedback feel followers force field analysis havior hygiene factors Ibid implementation important increase individual influence interaction intervening variables involved Johari Window Kenneth H lead leader behavior Leadership Studies leadership style levels of readiness Management by Objectives managerial managers ment Minute Manager motivation needs organization organizational goals paralanguage participating Paul Hersey perceptions performance personal power position power power bases problem productivity punishment readiness level reinforcement relationship behavior Rensis Likert responsibility result reward role self-actualization Situational Leadership skills social specific staff member strategies structure success suggested supervisors task behavior tend Theory Theory X tion tive variables workers York