James L. Bowditch is the Stewardship & Planned Giving Officer for the Diocese of Maine. For the past two years, he was the Director of Development at Episcopal Divinity School. Prior to that he was Professor of Management in the Management & Information Systems Department at Saint Joseph's University, Philadelphia, PA, and earlier, Dean of the College of Business & Administration. He was also undergraduate dean and associate professor in the Carroll School of Management at Boston College. His research has been on the human effects of organizational transformation, with a focus on mergers and acquisitions. He has co-authored five books. He holds a B.A. from Yale in psychology, an M.A. from Yale in psychology, an M.A. from Western Michigan University in psychology and a Ph.D. in Industrial/Organizational psychology.

• Chapter 1 MANAGEMENT AND ORGANIZATIONAL BEHAVIOR 1Learning About Organizational Behavior 2Ethics and Organizational Behavior 3A Historical Framework for the Study of Management and OB 5Early Management 7Classical Management 8Neoclassical Management and Organization Theory 12Modern Management and Organization Theory 15Societal Change and Organizational Behavior 20OB and Advanced Information and Manufacturing Technologies 20The Quality Movement 25Discontent, Cynicism, and Fear in the Workplace 26Sociodemographic Diversity in the Workplace 29Fads and Foibles in Management 31Conclusion 32Notes 33Chapter 2 PERCEPTION, ATTITUDES, AND INDIVIDUAL DIFFERENCES 41Basic Internal Perceptual Organizing Patterns 42Gestalt Psychology 42External Factors in Perception 44Social and Interpersonal Perception 45Schemas and Scripts 45Perceptual Distortion 46Attribution Theory 49Perception and Individual Differences 51Personality 52Self-Concept 54Perception, Individual Differences, and Decision Making 55Attitudes and Attitude Formation 57Attitude Formation 58Attitude Change 58Emotional Intelligence 61Conclusion: The Social Context of Judgment and Choice 62Notes 63Chapter 3 MOTIVATION 70Managerial Assumptions about Human Nature 70Static-Content Theories of Motivation 72Maslow’s Hierarchy of Needs 72Alderfer’s ERG Theory 74McClelland’s Theory of Socially Acquired Needs 74Needs and Goal Orientation 75Herzberg’s Motivator-Hygiene Theory 76Managerial Application: Work Design and Job Enrichment 78Process Theories of Motivation 81Expectancy Theory 82Path-Goal Theory of Motivation 84Goal-Setting Theory 84Managerial Application: Management by Objectives 86Environmentally Based Theories of Motivation 86Operant Conditioning and Reinforcement Theory 87Managerial Application: Organizational Behavior Modification 88Punishment and Discipline 89Social Comparison Theory 90Intrinsic and Extrinsic Rewards and Motivation 93Managerial Application: Gainsharing 94Motivation and the Psychological Contract 95Organizational Commitment and the Psychological Contract 96Choosing an Appropriate Motivational Model 98Contrasting Motivation and Learning 99Conclusion 99Notes 100Chapter 4 COMMUNICATION 112The Communication Process 112Interpersonal Communication 114Communication Modes 115Barriers to Effective Communication 120Improving Interpersonal Communication 122Organizational Communication 125Knowledge Management 125Communication Networks 128Organizational Symbols and Rituals 132In-House Publications 132Communication Roles 133Media Richness and Communication Effectiveness 135Envisioning and Communicating Organizational Change 138Ethics in Organizational Communication 139Conclusion 140Notes 140Chapter 5 GROUP DYNAMICS 148Types of Groups 148Primary and Secondary Groups 149Formal and Informal Groups 149Heterogeneous and Homogeneous Groups 150Interacting and Nominal Groups 150Permanent and Temporary Groups 152Basic Attributes of Groups 152Individual and Group Status 153Roles 153Norms 155Cohesiveness 156Group (Organizational) Commitment 158Groupthink 158Choice-Shift (Risky-Shift) Phenomenon 160Social Loafing 161Group Process and Development 162Group Development 162Group and Organizational Socialization 165Observation of Group Process 167Conclusion 171Notes 172Chapter 6 WORK TEAMS AND INTERGROUP RELATIONS: MANAGING COLLABORATION AND CONFLICT 179Work Teams 179Managing Teams 180Teams and Social Identity Theory 181Trust Building and Teamwork 182Teams in Action 183Virtual Teams 188Team Conflict 193Intergroup Relations 193Group Interdependence 194Intergroup Conflict 196Conclusion: Implications for Managers 200Notes 202Chapter 7 LEADERSHIP, POWER, AND THE MANAGER 208Leadership and Power 209Power and Authority 209Types of Power 210The Need for Power in Managerial Performance 211Theories of Leadership 212Trait Theory 212Behavioral and Functional Theories 214Contingency Theories 221Attribution Theory 228Leader-Member Relations 229Leadership and Management 230Mintzberg’s Managerial Role Set 231The Role of the General Manager 232Implications for Management and Leadership 233Substitutes for Leadership as Supervision 234Transformational Leadership and Organizational Change 237Gender, Power, and Leadership 240Leadership: A Synthesis 241Notes 243Chapter 8 MACRO-ORGANIZATIONAL BEHAVIOR: THE ORGANIZATION’S ENVIRONMENT 251Organizational Environment 251Defining Organizational Environment 252Environmental Change and Uncertainty 256Organization-Environment Relations 261Controlling the Environment 261The International Environment 266Globalization and Organizational Behavior 267Transferability of Management Practices 269Societal Culture and Management 271Conclusion 274Notes 275Chapter 9 ORGANIZATION STRUCTURE AND DESIGN 282Organizational Structure 283Complexity 284Formalization 286Centralization 286Key Organization Structure Challenges 286Determinants of Structure 291Organization Design 297Simple Structure 298The Functional Organization 299The Divisionalized Form 301Adhocracy 301Market-Based, Network Organizational Forms 307Conclusion 312Notes 314Chapter 10 ORGANIZATIONAL CULTURE AND EFFECTIVENESS 320Organizational Culture 320Uniqueness of Organizational Cultures 322Objective and Subjective Organizational Culture 323Organizational Subcultures 324Summary 325Diagnosing Organizational Culture 325Culture Change in Organizations 328Culture as Sustained Competitive Advantage 334Ethical Considerations and Organizational Culture 334Organizational Climate 335Organizational Effectiveness 336One-Dimensional Views of Effectiveness 336Competing Values and Organizational Effectiveness 339Conclusion 342Notes 342Chapter 11 ORGANIZATION DEVELOPMENT AND CHANGE 348Organization Development 348Laboratory Training 349Survey Research and Feedback 349Sociotechnical Systems 352The Nature of Organization Development 353Intervention Strategies and Change 361Managing Organization Change 368Changemakers 369Approaches to Organizational Change 369Enabling Large-Scale Organization Change 371Interventions and Organizational Politics 372Resistance, Support, and Coping with Change 373Organizational Downsizing, Retrenchment, and Resizing 376Conclusion 379Notes 379Appendix A THE RESEARCH PROCESS IN ORGANIZATIONAL BEHAVIOR 389Appendix B STATISTICAL ANALYSIS 416Appendix C HOW TO READ A RESEARCH-ORIENTED JOURNAL ARTICLE 430Index 453