Management of Organizational Behavior:
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1 Third Edition Management of Organizational Behavior: Utilizing Human Resources Paul Hersey Ohio University TECHNISCHE HOCHSCHULE DARMSTADT Fochbereich 1 Gesamtbi b M o t h e,k B e t r i e b s w i r t s c h o ' \ s I e h r e Invemai-Nr. : d.h.. jj. Absteil-Nr. : 4-i-l-l && - Sochaebiete'. - _ - d:.l.o. Kenneth H. Blanchard University of Massachusetts PRENTICE-HALL, INC., ENGLEWOOD CLIFFS, NEW JERSEY 07632
2 Contents Preface xiii Chapter 1 Management: A Behavioral Approach 1 SUCCESSFUL VERSUS UNSUCCESSFUL SCIENCES 2 Change 2 A Problem of Investment 3 MANAGEMENT DEFINED 3 Distinction Between Management and Leadership 4 MANAGEMENT PROCESS 4 SKILLS OF A MANAGER 6 Emphasis on Human Skills 7 ORGANIZATIONS AS SOCIAL SYSTEMS 7 INGREDIENTS FOR EFFECTIVE HUMAN SKILLS 9 Understanding Past Behavior 9 Predicting Future Behavior 9 Directing, Changing, and Controlling Behavior 70 APPLIED BEHAVIORAL SCIENCES JO What is a Behavioral Scientist? 10 Learning to Apply Behavioral Science Theory IJ The Design of this Text 12 NOTES 13 VII
3 Chapter 2 Motivation and Behavior 15 BEHAVIOR 75 Motives 76 Goals 77 Motive Strength 77 Changes in Motive Strength 78 CATEGORIES OF ACTIVITIES 27 MOTIVATING 23 EXPECTANCY AND AVAILABILITY 26 PERSONALITY DEVELOPMENT 28 Changing Personality 28 HIERARCHY OF NEEDS 30 MOTIVATIONAL RESEARCH 35 Physiological Needs 35 Safety (Security) 35 Social (Affiliation) 38 Esteem 39 Self-actualization 42 Money Motive 46 WHAT DO WORKERS WANT FROM THEIR JOBS? 46 NOTES 49 Chapter 3 Motivating Environment 51 HAWTHORNE STUDIES 52 THEORY X AND THEORY Y 54 HUMAN GROUP 58 INCREASING INTERPERSONAL COMPETENCE 60 Immaturity-Maturity Theory 67 Theory into Practice 63 MOTIVATION-HYGIENE THEORY 64, Hygiene Factors 65 Motivators 66 Example of Job Enrichment 70 A Problem of Placement 77 MANAGEMENT SYSTEMS 72 Theory into Practice 74 TRANSACTIONAL ANALYSIS 76 Ego States 76 Life Position 78 Transactions Between People 79 SUMMARY AND CONCLUSION 80 NOTES 87 Chapter 4 Leader Behavior 83 Leadership Defined 84 LEADER EFFECTIVENESS AND ADAPTABILITY DESCRIPTION (LEAD) 85 LEAD QUESTIONNAIRE 85 TRAIT VERSUS AL APPROACH TO THE STUDY OF LEADERSHIP 88 LEADERSHIP PROCESS 89 Scientific Management Movement 90 Human Relations Movement 90 Authoritarian-Democratic-Laissez-Faire Leader Behavior 91 Michigan Leadership Studies 93 Group Dynamics Studies 93 Ohio State Leadership Studies 94 Managerial Grid 95 viii
4 IS THERE A BEST STYLE OF LEADERSHIP 98 ADAPTIVE LEADER BEHAVIOR 10! Leadership Contingency Model 707 THE TRI-DIMENSIONAL LEADER EFFECTIVENESS MODEL 704 Effectiveness Dimension 704 Attitudinal versus Behavioral Models 707 NOTES 709 Chapter 5 Determining Effectiveness 111 MANAGEMENT EFFECTIVENESS VERSUS LEADERSHIP EFFECTIVENESS 77 7 Sources of Power 7 72 SUCCESSFUL LEADERSHIP VERSUS EFFECTIVE LEADERSHIP 7 74 WHAT DETERMINES ORGANIZATIONAL EFFECTIVENESS? 7 77 Causal Variables 7 77 Intervening Variables 7 77 Output or End-Result Variables 7 78 Long-Term Goals versus Short-Term Goals 7 79 Organizational Dilemma FORCE FIELD ANALYSIS 722 INTEGRATION OF GOALS AND EFFECTIVENESS 724 PARTICIPATION AND EFFECTIVENESS 726 Management by Objectives 127 STYLE AND EFFECTIVENESS 729 NOTES 737 Chapter 6 Diagnosing the Environment 133 ENVIRONMENTAL VARIABLES 733 Style Defined 735 Expectations Defined 735 STYLE AND EXPECTATIONS 735 Leader's Style and Expectations 736 Followers' Styles and Expectations 739 Superiors' Styles and Expectations 747 Associates' Styles and Expectations 742 Organization's Style and Expectations 743 OTHER S1TUATIONAL VARIABLES 744 Job Demands 744 Time 747 DEVELOPING STRATEGIES 748 Changing Styles 748 Changes in Expectations versus Changes in Style 750 Team Building: Selection of Key Subordinates 757 Changing Situational Variables 752 DIAGNOSING THE ENVIRONMENT-A CASE 753 Anti-Peter Principle Vaccine 756 NOTES 757 ix
5 Chapter 7 Situational Leadership Theory 159 EXPLAINING AL LEADERSHIP THEORY 760 Maturity of the Followers or Group 767 Components of Maturity 762 Basic Concept of Situational Leadership Theory 763 Style of Leader versus Maturity of Follower(s) 764 Determining Appropriate Leadership Style 765 Shorthand Designations for Basic Styles of Leadership 768 Parent-Child Relationship 777 Ineffective Parent Styles 772 Problems and Their Ownership 773 Management of Research and Development Personnel 776 Educational Setting and Situational Leadership Theory 776 AL LEADERSHIP THEORY AND RESEARCH 779 Determining the Effectiveness of Participation 787 THE INFLUENCE OF CULTURAL CHANGE 782 Span of Control 783 Narrow Span at Bottom 784 The Role of the Manager A Linking Pin 785 Changing Leadership Style Appropriately 786 NOTES 787 Chapter 8 Developing Human Resources 189 INCREASING EFFECTIVENESS 790 Breaking the Ineffective Cycle 193 DEVELOPMENTAL CYCLE 794 Successive Approximations 795 Time and the Developmental Cycle 799 THE REGRESSIVE CYCLE 200 The Emotional Level of an Intervention 203 The Importance of Timing Interventions 205 CHANGING MATURITY THROUGH BEHAVIOR MODIFICATION 206 Positive Reinforcement 207 Punishment and Negative Reinforcement 208 Extinction 270 When to Use Punishment or Extinction 272 Schedule of Reinforcement 273 CONTINGENCY CONTRACTING 214 Types of Contingency Contracting 215 Contingency Contracting and Situational Leadership Theory 217 WHAT'S MISSING IN MBO? 219 Contracting for Leadership Style 219 An Example-Contracting for Leadership Styles in a School 221 NOTES 222 Chapter 9 Personal Feedback and Self-Development 225 SCORING LEAD-SELF 226 Leadership Style and Style Range 226 Determining Style Adaptability 228 DESIGN OF THE LEAD-SELF 229 x
6 INTERPRETING LEAD-SELF 232 Self-Perception of Leadership Style 232 Style Range or Flexibility 233 Determining Style Range 233 Low and High Adaptability Demands 235 Style Adaptability 235 INTERPRETING YOUR LEAD-SELF 236 Feedback and Disclosure 238 Disclosure 239 Self-Perception versus Style 247 LEAD PROFILES 244 Sample 244 What Is a Two-Style Profile? 245 Wide Flexibility 245 Reference to Situational Leadership Theory 245 Style Profile Style Profile Style Profile Style Profile Style Profile Style Profile Implications IMPROVING for Growth and Development 254 ONE'S DIAGNOSTIC SKILLS 257 #1 # #3 #4 #5 #6 #7 #8 #9 #10 #11 # Value of th< : LEAD Inventory NOTES Team Building Chapter 10 Planning and Implementing Change 273 GENERAL FRAMEWORK FOR UNDERSTANDING CHANGE 274 DIAGNOSIS 274 Point of View 274 Identification of Problem(s) 275 Analysis-An Outgrowth of Problem Identification 276 IMPLEMENTATION 277 Force Field Analysis 277 The Change Cycles 280 Patterns of Communication 285 Change Process 289 Unfreezing 289 Changing 290 Refreezing 290 Change Process Some Examples 297 Recommended Action 295 MANAGING INTERGROUP CONFLICT 295 Consequences of Group Competition 296 PREVENTING INTERGROUP CONFLICT 297 Blake, Shepard, and Mouton Model 298 ORGANIZATIONAL GROWTH 299 ORGANIZATIONAL DEVELOPMENT 302 Organizational Effectiveness and O. D. 302, A Problem with Organizational Development 303 IMPACT OF CHANGE ON TOTAL SYSTEM 304 NOTES 305 XI
7 Chapter 11 Management: A Synthesis of Theory 307 AL LEADERSHIP THEORY AND MOTIVATION 307 AL LEADERSHIP THEORY, MANAGEMENT STYLES, AND HUMAN NATURE 309 AL LEADERSHIP THEORY AND TRANSACTIONAL ANALYSIS 372 AL LEADERSHIP THEORY AND PARENT EFFECTIVENESS TRAINING (PET) 374 AL LEADERSHIP THEORY AND CONTROL SYSTEM 375 AL LEADERSHIP THEORY AND ORGANIZATIONAL GROWTH 376 AL LEADERSHIP THEORY AND CHANGE 377 SUMMARY 320 CONCLUSIONS 322 NOTES 324 Recommended Supplementary Reading 325 Selected Bibliography 327 Index 353 Xll
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