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, the United States. Professor Lim has extensive experiences in university teaching, evidence-based academic research, business school administration and design, supervision, and execution of consulting and field service/study projects.
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Wai Yin Audrey Chia
Audrey Chia is Associate Professor at the NUS Business School, with a concurrent joint appointment at the Yong Loo Lin School of Medicine, National University of Singapore (NUS). She is Deputy Chair of the Program Management Committee of the MSc (Environmental Management) Program, the University’s flagship sustainability program. Prof. Chia’s research applies leadership, change and innovation as theoretical foundations to address health, environmental and social challenges.
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Ricky W. Griffin
Ricky W. Griffin holds the Jeanne & John R. Blocker Chair in Business and is University Distinguished Professor of Management in Mays Business School at Texas A&M University. He has also served as Head of the Department of Management, Executive Associate Dean, and Interim Dean at Mays. Ricky is both a member and Fellow of the Academy of Management and has served as Program Chair and Division Chair of the organization’s Organizational Behavior division.
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Jean M. Phillips
Jean M. Phillips is a Professor of Human Resource Management in the School of Labor and Employment Relations at Penn State University. Jean earned her PhD from Michigan State University in Business Management and Organizational Behavior. Her interests focus on leadership and team effectiveness, recruitment and staffing, and the processes that lead to employee and organizational success.
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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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