Managing Organizational Behavior

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Greenwood Publishing Group, 2002 - 390 páginas


Change is relentless, disruptive, and unavoidable. To manage organizations today, executives need new ways to look at the world, their companies, their jobs and, most importantly, the people who report to them. Sims sees these as the prime requisites for success in management today: an ability to feel comfortable with ambiguity, with constant and increasingly demanding change, with a new, unique commitment to teams and teamwork, and with a willingness to stay customer-oriented. Marshalling his evidence from academic research and practical experience, Sims shows how researchers are continuing to redefine the roles and responsbilities of executives and their reports. One crucial finding: the emphasis is now and must remain on people. The executive today has to be a facilitator, team member, teacher, advocate, sponsor, and coach--and it is all of these tasks, requirements, outlooks, responsibilities, and accountabilities that Sims explores here. Offering a new way to look at work, at organizations, and at oneself, Sims provides not only the reasons why the new organization is what it is, but how to cope with it and to succeed in it. A must-read for supervisors, managers, executives, and recent graduates who are ready to take their own places in the new world of business.

Sims sees people as the key to the successful performance of any organization. He provides a balance between theory and practice, nuts-and-bolts prescriptives, and interesting anecdotes. Detailed, wide-ranging, and readable, his book offers up-to-date, relevant, and engaging discussions of the individual foundations of behavior--perception, attitudes, personality--plus various theories of motivation and the most useful tools derived from them to use in managing people. He also covers such issues as communication, groups, and teams, and the decision-making challenges that leaders, managers, and employees must actively address. Sims highlights the increasing importance of conflict and negotiation within and between individuals, groups, and organizations, as well as the special personal demands placed upon people as they strive to acquire flexibility, to become adaptive and more responsive to new organizational designs and structures. With its coverage of traditional topics as well, Sims' book offers a balanced, rounded, forward-looking view of what it means to work in today's changing organizations, and how to help one's own organization not just to survive but to prosper.

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Contenido

Setting the Stage
1
Perception Attitudes and Personality
29
Motivating Todays Workforce
53
Performance Management
79
Managing Stress
109
Communicating Successfully
135
Groups and Teamwork
167
Decision Making
189
Leading in the New Economy
215
Conflict and Negotiation at Work
245
Designing Effective Organizations
273
Organizational Culture and Ethics
301
The Dynamics of Organizational Change
325
Career Development and Management
357
Index
385
Derechos de autor

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Página 184 - A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.
Página 376 - Labor has concluded that the glass ceiling is most clearly defined as those artificial barriers based on attitudinal or organizational bias that prevent qualified individuals from advancing upward in their organization into management level positions.
Página 341 - When faced with messages signaling a change, we frequently attend to those that reinforce our belief in the status quo and maintain our present comfort. level. In other words, too often we see only what we want to see, and hear only what we want to hear. Through selective perception, we frequently protect the status quo by filtering out troubling signals that, a change is needed, or may be on its way. Similarly, we often listen only to commentators or others with whom we agree or whose ideas resonate...
Página 4 - Men teachers may take one evening each week for courting purposes or two evenings a week if they go to church regularly.
Página 370 - These individuals frequently mention immediate managers who were especially helpful as career developers. Many of these individuals also mention others at higher levels in the organization who provided guidance and support to them in the development of their careers. These executives and managers who coach, advise, and encourage employees of lesser rank are called mentors. Generally, the mentor initiates the relationship, but sometimes an employee will approach a potential mentor for advice. Most...
Página 361 - The organization is responsible for supplying information about its mission, policies, and plans and for providing support for employee self-assessment, training, and development. Significant career growth can occur when individual initiative combines with organizational opportunity. Career development programs benefit managers by giving them increased skill in managing their own careers, greater retention of valued employees, increased understanding of the organization, and enhanced reputations...

Acerca del autor (2002)

RONALD R. SIMS is the Floyd Dewey Gottwald Senior Professor of Business Administration in the Graduate School of Business, College of William & Mary./e He holds a doctorate in organizational behavior and consults widely with organizations in the private, public, and not-for-profit sectors. Sims is author or coauthor of more than 75 scholarly and professional articles and over 20 books.

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