Part 1 People one at a time: The Individual in the Organization
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
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
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
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
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?
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