Managerial Psychology
Managing Behavior in Organizations
5th edition
364 pages
|
© 1958, 1964, 1972, 1978, 1988
The overall structure of this edition is the same as in the past. The book moves from the smaller to the larger. We start with the individual as the focal unit, move to two-person relationships, and onward to issues of leadership, power, small groups, and whole organizations.This edition focuses more than ever on the managing process—on whole organizations and on managing relationships with other organizations. To underline that emphasis, we have included a new section called 'The Manager's Job.' That section deals with what managers do, how they do it, why they do it, and how they should do it.
Contents
Preface
Part 1 People one at a time: The Individual in the Organization
Introductory note
1 People are all alike: Three key ideas
2 People are different: The development of individuality
3 People are emotional: Human feelings and the manager
4 Thinking, learning, problem solving: People are also reasoning creatures
5 The turbulent marriage of reason and emotion: Attitudes, beliefs and values
6 Managerial styles of thinking: Is orderly thinking always good thinking?
7 Assessing people: Dilemmas of the evaluation process
Part 2 People two at a time: Communicating, influencing, commanding, challenging
Introductory note
8 Communicating: Getting the word from A to B
9 Influencing other people: Dimensions and dilemmas
10 Authority: What is it, and when does it work?
11 Power tactics: Pressure, brainwashing, blackmail, and more
12 Manipulation: Slippery styles for influencing behavior
13 Collaborative models: Influencing softly, by supporting, helping, and trusting
14 From monetary incentives to career development: Efforts to influence human productivity
Part 3 People in threes to twenties: Efficiency and influence in groups
Introductory note
15 Group decisions: Monsters or miracles?
16 Group process: What was really going on in that meeting?
17 Group pressure and the individual: Conformity and deviation
18 Conflict and competition among groups: My team can beat your team
19 Communication nets in groups and organizations: Who can talk to whom about what?
20 Taking groups seriously: Designing organizations around small groups
Part 4 People in hundreds and thousands: Managing the whole organization
Introductory note
21 The managing process: management, problem solving, implementing
22 The volatile organization: Everything triggers everything else
23 Four influential ideals: From scientific managment to organizational culture
24 Organizational missions and strategies: Toward proactive pathfinding
25 Managing people in large numbers: From organizational pyramids to organizational cultures
26 Organizational structure: Managing the situation to manage the people
Part 5 Organizations and environments: Managing in a turbulent world
Introductory note
27 The changing organizational environment: You'd hardly recognize the old neighborhood
28 Organizations in intrusive environments: Can managers be masters of their fates?
29 Managing our environments: Can managers create new worlds?
Suggested readings
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Economics and Business: Business--Business Economics and Management Studies
Psychology: Personnel and Industrial Psychology
Sociology: Occupations, Professions, Work
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