The world of the 21st Century is undergoing rapid transformation on all fronts. This “tsunamilike” change in momentum is best exemplified by the digitalization of everything, which is affecting all aspects of people and organizations around the world and quickening the felt effects of critical events taking place anywhere around the globe. What challenges does the external environment pose to the organization and the people working in it? Which aspects of the organization and its people should managers pay attention to, and act on given the dynamics going on in the rea l world? What should managers consider when making the necessary changes to their organizations, which invariably affect the people working in it and in many cases, even require their concurrence? What are the principles and contingencies that managers must bear in mind in order to systematically size up the necessary changes and implement them effectively in their organizations? These are some of the questions that this book attempts to answer. This book presents a set of relevant theories complete with actual examples of good practices that have been used by real-world managers, especially those in Asia, to shed light on the effective management of people and organizations in a turbulent, connected world. Key aspects or people and organizations addressed include individual characteristics, motivation, teamwork, communication, culture, leadership, conflict, negotiation, decision making, structure and design, and change.
About the Authors • About the Adaptors • Contributors
Preface • Acknowledgments
PART 1 INTRODUCTION TO ORGANIZATIONAL BEHAVIOR
CHAPTER 1 An Overview of Organizational Behavior
CHAPTER 2 The Changing Environment of Organizations
PART 2 INDIVIDUAL BEHAVIORS AND PROCESSES IN
ORGANIZATIONS
CHAPTER 3 Individual Characteristics
CHAPTER 4 Individual Values, Perceptions, and Reactions
CHAPTER 5 Motivating Behavior
CHAPTER 6 Motivating Behavior with Work and Rewards
PART 3 SOCIAL AND GROUP PROCESSES IN ORGANIZATIONS
CHAPTER 7 Groups and Teams
CHAPTER 8 Decision Making and Problem Solving
CHAPTER 9 Communication
CHAPTER 10 Managing Conflict and Negotiating
PART 4 LEADERSHIP AND INFLUENCE PROCESSES IN
ORGANIZATIONS
CHAPTER 11 Traditional Leadership Approaches
CHAPTER 12 Contemporary Views of Leadership in Organizations
CHAPTER 13 Power, Influence, and Politics
PART 5 ORGANIZATIONAL PROCESSES AND
CHARACTERISTICS
CHAPTER 14 Organizational Structure and Design
CHAPTER 15 Organizational Culture
CHAPTER 16 Organization Change and Change Management
Name Index • Company Index • Subject Index
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Ghee Soon Lim
Ghee Soon Lim is currently Associate Professor at the NUS Business School. He holds a PhD degree in Business Administration from the University of Illinois at Urbana-Champaign, USA (1993). He has authored several textbooks for use by professors and students in tertiary educational institutions, including The Leadership Experience in Asia (with Richard Daft), Human Resource Development for Effective Organizations: Principles and Practices Across National Boundaries (with John M. Werner and Randy L. Desimone), Human Resource Management: An Asian Edition (with Robert L. Mathis and John H. Jackson), The Labor Relations Process: A Partnership Approach to Creating Strategic Competitive Advantage (with William H. Holley, Jr., Kenneth M. Jennings, and Roger S. Wolters), and New Era of Management in a Globalized World: An Asian Perspective (with Chua Siew Beng, Usa Skulkerewathana, and Richard L. Daft). Prof Lim has extensive experiences in teaching, evidence-based academic research, and supervision of organizational consulting projects.
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Wai Yin Audrey Chia
Audrey Chia is currently Associate Professor of Management and Organization, NUS Business School, with a joint appointment at the Saw Swee Hock School of Public Health at the National University of Singapore. Her experience as an educator spans executive, graduate, and undergraduate levels, and cuts across disciplines with topics such as leadership, change management, social innovation, and global health.
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Ricky W. Griffin
Dr. Ricky W. Griffin serves as Distinguished Professor of Management and Blocker Chair in Business at Texas A&M. He received his Ph.D. in organizational behavior from the University of Houston. He has worked as editor of the Journal of Management and as an officer in the Southwest Regional Division of the Academy of Management and the Southern Management Association as well as in the Research Methods Division and the Organizational Behavior Division of the Academy of Management. Dr. Griffin spent three years on the faculty at the University of Missouri (Columbia) before moving to Texas A&M University in 1981. His research interests include workplace violence, employee health and well-being in the workplace and workplace culture. A well-respected author recognized for his organizational behavior and management research, Dr. Griffin has written many successful textbooks, including MANAGEMENT, HUMAN RESOURCE MANAGEMENT, MANAGEMENT SKILLS, INTRODUCTION TO BUSINESS and INTERNATIONAL BUSINESS.
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Jean M. Phillips
Dr. Jean Phillips is a professor of human resource management in the School of Labor and Employment Relations at Penn State University. Dr. Phillips earned her Ph.D. in organizational behavior from Michigan State University. She was among the top five percent of published authors in the Journal of Applied Psychology and Personnel Psychology during the 1990s, and she received the 2004 Cummings Scholar Award from the Organizational Behavior Division of the Academy of Management. Dr. Phillips is a fellow of the Society for Industrial and Organizational Psychology. She has served on multiple editorial boards of top journals and has published more than 30 research articles. She has authored or co-authored nine books, including this text, STRATEGIC STAFFING, HUMAN RESOURCE MANAGEMENT, MANAGING NOW and the five-book STAFFING STRATEGICALLY series for the Society for Human Resource Management. Dr. Phillips was also the founding co-editor of the Organizational Behavior/Human Resource Management series for Business Expert Press. She has taught classroom and hybrid classroom/online courses in strategic human resource management, organizational behavior, staffing and teams and leadership in the United States, Iceland and Singapore. Her research interests focus on recruitment and staffing, leadership and team effectiveness and linking organizational survey results to business outcomes.
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Stanley M. Gully
Dr. Stanley M. Gully was a professor of human resource management at Penn State University. Prior to joining the faculty in the School of Labor and Employment Relations at Penn State in 2014, Dr. Gully was a faculty member at Rutgers University (1998–2014) and George Mason University (1996–1998). He received his bachelor’s degree from San Diego State University and his M.S. and Ph.D. in industrial-organizational psychology from Michigan State University. He was elected Fellow of the Society of Industrial and Organizational Psychology in 2014 and was ranked by the Academy of Management as one of the top 50 most influential scholars who received their degrees since 1991. Dr. Gully's research interests included work at the interface between training and individual differences. His publications include articles in journals such as Personnel Psychology, Industrial and Organizational Psychology: Perspectives on Science and Practice, Journal of Organizational Behavior, Journal of Applied Psychology and Organizational Behavior and Human Decision Processes. He also co-authored textbooks on strategic staffing, organizational behavior and human resource management. In addition, he co-authored a series of staffing books for SHRM and co-edited the Business Expert Press series. His refereed articles and chapters have been cited more than 4,900 times.
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Practical and evidence-based considerations critical for effectively managing people are highlighted.
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Specific macro and micro environmental conditions facing decision makers in specific contexts are clearly specified.
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Concepts and theories that have been proven to be useful for guiding managers are carefully selected.
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Personal insights and on the ground experiences are drawn to construct a coherent body of people-related recommendations for managers.
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