Organizational Behavior: Managing People and Organizations
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Prepare today to become a strong, effective manager tomorrow with the powerful insights, solid concepts, and reader-friendly approach in ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS, Eleventh Edition. This text equips readers with the skills and practical understanding to meet the management challenges of a new century. Readers delve into the fundamentals of human behavior in today's organizations as the book balances classic management ideas with thorough coverage of the most recent OB developments and contemporary trends. Memorable examples from instantly recognizable organization are woven throughout the book and work with fresh new cases and proven boxed features that focus on pressing issues and reinforce the book's practical perspective. Readers find themselves well equipped and energized for the most exciting task of tomorrow: managing people effectively within competitive organizations. Available with InfoTrac Student Collections http://gocengage.com/infotrac.
four discrete steps: testing the ink cartridge, inserting the cartridge into the barrel of the pen, screwing the cap onto the barrel, and Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning
Job Characteristics Theory The job characteristics theory is an important contemporary model of how to design jobs. By using five core job characteristics, managers can enhance three critical psychological states. These states, in turn, can improve a variety of personal and work outcomes. Individual differences also affect how the job characteristics affect people. Core Job Dimensions Critical Psychological States Personal and Work Outcomes Skill Variety Task Identity Experienced
their colleagues and peers, and their own subordinates. Basic Purpose of Performance Measurement: Provide Information About Work Performance Judgment of Past Performance Development of Future Performance Provide a basis for reward allocation Provide a basis for promotions, transfers, layoffs, and so on Identify high-potential employees Validate selection procedures Evaluate previous training programs Foster work improvement Identify training and development opportunities Develop ways to
to perform two tasks: • Match personality traits with specific jobs. • Develop a series of questions to assess personality traits in job applicants. Procedure Read each of the following job descriptions: Page Conducts visitors on tours of radio and television station facilities and explains duties of staff, operation of equipment, and methods of broadcasting. Utilizes general knowledge of various phases of radio and television station operations. Runs errands within studio. May relieve telephone
is working on an ancient carving to represent his Maori heritage. The need for achievement is the desire to accomplish a task or goal more effectively than was done in the past. 99 Research has also suggested that the dualstructure framework varies across cultures. Only limited studies have been conducted, but findings suggest that employees in New Zealand and Panama assess the impact of motivation and hygiene factors differently from U.S. workers.25 It is not surprising, then, that the