CiNii 図書 - The Blackwell handbook of principles of organizational behavior

This international handbook identifies and explains 29 timeless management principles - general truths that can be applied to all types of work situations. It is based on knowledge accumulated by numerous experts over many years of research and consulting. The chapters are readable, succinct and practical. They cover a wide range of topics including selection, turnover, job satisfaction, work motivation, incentives, leadership, team effectiveness, decision making, creativity, stress and technology. This handbook is the first ever attempt to accumulate the wisdom of decades of research and consulting and to turn this accumulated knowledge into easy to understand and practically useful management principles. The handbook provides students and managers with an essential resource that is neither theory divorced from practice nor practice divorced from theory but rather the application of theory to the real world of organizations. This book is a must for every manager's desk and a great tool for teaching. This updated paperback edition of Ed Locke's acclaimed Handbook includes a keynote essay he recently published in the AMLE Journal (2002). In it he sets out his principles-based approach to teaching management. For students and teachers of organizational behavior and management this is a unique guide.

Editor's Introduction Part I: Selection: 1. Select on Intelligence: Frank L. Schmidt (College of Business, University of Iowa) and John E. Hunter (Michigan State University)2. Select on Conscientiousness and Emotional Stability: Murray R. Barrick (College of Business Administration, Michigan State University) and Michael K. Mount (College of Business Administration, University of Iowa)3. Structure Interviews to Hire the Best People: Cynthia Kay Stevens (Robert H. Smith School of Business, University of Maryland) Part II: Training and Performance Appraisal: 4. Design Training Systems Systematically: Eduardo Salas (University of Central Florida) and Janis A. Cannon-Bowers (Naval Air Warfare Center)5. Design Performance Appraisal Systems to Improve Performance: Angelo S. DeNisi (Texas A M University) and Jorge A. Gonzalez (Texas A M University) Part III: Turnover and Satisfaction: 6. Promote Job Satisfaction through Mental Challenge: Timothy A. Judge (University of Iowa)7. Control Turnover by Understanding its Causes: Thomas W. Lee (School of Business Administration, University of Washington) and Terence R. Mitchell (Business School, University of Washington) Part IV: Motivation: 8. Motivate Employee Performance through Goal Setting: Gary P. Latham (Faculty of Management, University of Toronto)9. Cultivate Self-Efficacy for Personal and Organizational Effectiveness: Albert Bandura (Stanford University)10. Motivate Performance through Empowerment: Jay A. Conger (Marshall School of Business, University of Southern California)11. Pay for Performance: Cathy C. Durham (Department of Management, College of Business Administration and Economics, California State University, Northridge) and Kathryn M. Bartol (Robert H. Smith School of Business, University of Maryland)12. Provide Recognition for Performance Improvement: Fred Luthans (College of Business Administration, Department of Management, University of Nebraska) and Alexander D. Stajkovic (University of Wisconsin-Madison)13. Promote Procedural Justice to Enhance Acceptance of Work Outcomes: Jerald Greenberg (Fisher College of Business, The Ohio State University) Part V: Team Dynamics: 14. Compose Teams to Assure Successful Boundary Activity: Deborah Ancona (Sloan School of Management) and David Caldwell (School of Business, University of Santa Clara)15. Excel Through Group Process: Gerardo A. Okhuysen (School of Management, University of Texas at Dallas) and Kathleen M. Eisenhardt (Stanford University)16. Manage Intra-Team Conflict through Collaboration: Laurie Weingart (Carnegie-mellon University) and Karen A. Jehn (The Wharton School, University of Pennsylvania) Part VI: Leadership: 17. Use Power Effectively: Gary Yukl (SUNY-Albany)18. Lead Through Vision and Values: Markus Hauser (Wharton School, University of Pennsylvania) and Robert J. House (Wharton School, University of Pennsylvania)19. Foster Trust through Competence, Honesty and Integrity: Sabrina C. Salam (Bad Homburg, Germany) Part VII: Organizational Processes: 20. Design Structure to Fit Strategy: Lex Donaldson (Aus Graduate School of Management - Sydney, University of New South Wales)21. Use Participation to Share Information and Distribute Knowledge: John A Wagner III (Michigan State University)22. Make Good Decisions by Effectively Managing the Decision-making process: Glen Whyte (Faculty of Management, University of Toronto)23. Stimulate Creativity by Fueling Passion: Teresa Amabile (Harvard Business School). 24. Manage Stress at Work through Preventive and Proactive Coping: Ralf Schwarzer (Freie Universitat, Berlin)25. Manage Conflict through Negotiation and Mediation: M. Susan Taylor (Robert H. Smith School of Business, University of Maryland)26. Lead Organizational Change by Creating Dissatisfaction and Realigning the Organization with New Competitive Realities: Michael Beer (Harvard Business School) Part VIII: Work, Family, Technology and Culture: 27. Promote Equal Opportunity by Recognizing Gender Differences in the Experience of Work and Family: Nancy P. Rothbard (Kellogg Graduate School - Management, Northwestern University) and Jeanne M. Brett (Kellogg Graduate School - Management, Northwestern University)28. Use Information Technology as a Catalyst for Organizational Change: Maryam Alavi (Goizueta Business School, Emory University) and Jonathan Palmer (Robert H. Smith School of Business, University of Maryland)29. Make Management Practice Fit the National Culture: Miriam Erez (Faculty of Industrial Engineering and Management, Technion)AppendixThe Epistemological Side of Teaching Management: Teaching Through Principles: Edwin A. LockeIndex

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The Blackwell handbook of principles of organizational behavior

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