Naylor / Pritchard / Ilgen A Theory of Behavior in Organizations

1. Auflage 2013
ISBN: 978-1-4832-6728-9
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 312 Seiten, Web PDF

A Theory of Behavior in Organizations develops a theory for organizational behavior, or, more accurately, a theory of individual behavior within organizations of behavior. The book begins by discussing a series of general issues involved in the theory of behavior in organizations. It then describes the theory itself in three stages: first, the general structure of the theory; second, definition of the key variables; and third, the interrelationships between the variables. Subsequent chapters show how the theory deals specifically with such issues as roles, decision making, and motivation. The theory presented is a cognitive theory of behavior. It assumes that man is rational (or at least nonrandom) for the most part, and that as a systematic or nonrandom generator of behavior, man's actions are explained best in terms of conscious, thinking acts on the part of the individual. The theory deals with why the individual chooses certain alternative courses of action in preference to others, and thus it might properly be called a theory of choice behavior. Whereas the emphasis is on the cognitive aspects of behavior, considerable attention has been devoted to external, noncognitive variables in the system that play meaningful roles in the determination of individual behavior.

Autoren/Hrsg.

Naylor, James C.

Pritchard, Robert D.

Ilgen, Daniel R.

Inhaltsverzeichnis

1;Front Cover;1
2;A Theory of Behavior in Organizations;4
3;Copyright Page;5
4;Table of Contents;8
5;Dedication;6
6;Preface;12
7;Acknowledgments;13
8;Chapter 1. A Viewpoint Concerning Organizational Behavior;14
8.1;Defining Behavior;18
8.2;Behavior versus Products;21
8.3;The Role of the Environment;22
8.4;Individual Differences;27
8.5;The Perceptual Process;28
8.6;The Motivational Process;30
8.7;The Learning Process and the Role of Memory;30
8.8;Affect;33
9;Chapter 2. The Theory ;36
9.1;Definitions of Symbols Used in Theory;38
9.2;Key States and Variables in the Theory;39
9.3;Individual Differences;44
9.4;Interrelationships between the Variables: The Causal Sources of Influence;58
10;Chapter 3. Judgment;80
10.1;The Judgmental Process;83
10.2;Judgment Systems;86
10.3;Criterion Systems;90
10.4;The judgment Space;102
10.5;Summary;103
11;Chapter 4. The Role of Judgment within the Theory ;104
11.1;Initial Perceptions;105
11.2;Contingency Perceptions;111
11.3;Evaluation Perceptions;117
11.4;The Comparison Process;118
11.5;Affective Cognitions;119
11.6;Utility of Products;120
11.7;Utility of Acts;121
11.8;Some Commentary on Judgment and the Behavior of Individuals;122
11.9;Real versus Theoretical Judgment Processes—The Degraded System;122
11.10;Types of Heuristics;123
11.11;Concluding Comments;127
12;Chapter 5. Roles and Role Behaviors ;128
12.1;A Definition of Roles;132
12.2;The Role Process in the Theory;140
12.3;Role Compliance;152
12.4;Role Conflict;155
12.5;Role Ambiguity;167
12.6;Role Negotiation;169
12.7;Concluding Remarks;171
13;Chapter 6. Motivation ;172
13.1;Defining Motivation;172
13.2;The Motivation Process;179
13.3;Intrinsic and Extrinsic Motivation;196
13.4;Phenomenological Simplification of the Motivation Process;233
14;Chapter 7. Leadership: A Major Factor of the Social Environment

;238
14.1;Environments;238
14.2;Leadership;243
14.3;Leadership within the Theory;245
14.4;Other Leadership Theories and Models;252
14.5;Conclusion: A Perspective on Leadership;262
15;Chapter 8. Organizational Climate;264
15.1;True Attributes versus Perceived Attributes;265
15.2;Climate as a Judgmental Process;266
15.3;A Schematic Representation of Climate;274
15.4;Shared Climate Perceptions: What Are They?;277
15.5;Is Organizational Climate a Useful Construct?;278
15.6;The Relationship of Climate to Behavior;279
16;Chapter 9. Some Concluding Comments ;282
17;References;290
18;Glossary;298
19;Index;302