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　　本书由美国西北大学凯洛格商学院莉·汤普森教授撰写，是一本应用广泛、篇幅短小、注重时效性且易于阅读的组织行为学教材。 　　作者认为组织行为是一个实践性、应用性很强的领域。作为组织中的一员，不管是不是普通员工，都需要学习和掌握组织行为方面的知识。贯穿本书的三个核心特点是：即时性、自我学习和发展、基于理论的实践建议。本书提供的工具可以帮助读者了解自己的长处、评估组织中其他成员的才能，这些技巧可以应用在面试、培训项目、冲突管理以及处理商务问题等诸多方面。 　本书可作为我国高等院校心理学、管理学、组织行为学和人力资源管理等学科专业双语教学的教材，也可供广大职场人士和专业研究人员在工作和学习中参考。

Contents

Preface

Chapter 1　The Person and the Organization　1

Organizational Life　2

Defining Organizational Behavior　4

　Content Areas of OB　4

　Level of Analysis　4

Guiding Principles of OB　6

Skills　6

　Technical Skills　7

　Decision-Making and Judgment Skills　8

　Interpersonal Skills　8

　Ethical and Moral Skills　8

　Self-Knowledge Skills　9

Key Tensions and Challenges for People in Organizations　9

　Self versus Organizational Interest　9

　Task versus People Focus　9

　Work versus Family　10

　Exploration versus Exploitation　11

　Promotion versus Prevention　11

　Depth of Knowledge versus Breadth of Knowledge　11

　Post　12

Building a Body of OB Science　12

　Methods of OB　12

Learning　16

　You Are a Work in Progress　16

　Engage in Double-Loop versus Single-Loop Learning　17

　Bridge the Knowing-Doing Gap　17

Conclusion　18

Chapter 2　Understanding People and Their Behavior　21

What Makes People Tick 　22

Behavior Is a Function of Personality and the Situation　22

Intelligence　22

　G-Factor Intelligence　23

　Multiple Intelligences　23

Emotional Intelligence　23

　Skill Areas of Emotional Intelligence　24

　Emotions　26

　Measuring EQ　26

　Research Support for EQ　27

　Skills for Building EQ　27

Temperament and the Big Five　29

Motivation　30

　Intrinsic versus Extrinsic Motivation　30

　Maslow’s Hierarchy of Needs　30

　Expectancy Theory　32

　Goal Setting　32

　Motivations Vis-à-vis Others　33

　Self-Efficacy　33

Organizational Culture　34

Organizational Norms　35

Psychological Contracts　35

Biases in Understanding Others　36

　Fundamental Attribution Error　36

　Consistency Bias: Halos and Forked Tails　37

　Primacy and Recency Bias　37

　Bandwagon Bias　37

Roadblocks to Understanding Ourselves　38

　Unrealistic Optimism　38

　Self-Serving Bias/Egocentrism　38

　Omniscience　38

　Omnipotence　38

　The Powerful Process of Adaptation　38

Conclusion　38

Chapter 3　Ethics and Values　41

Ethics and OB　42

Moments of Truth　42

Can Ethics Be Taught 　44

Ethics and Levels of Analysis　44

Unethical Behavior as Incremental Descents into Wrongdoing　46

　Cognitive Mechanisms　46

　Social-Situational Mechanisms　48

Ethical Breaches　49

Preive Ethical Models　49

　Mason, Mason, and Culnan’s Six Questions　49

　Badaracco’s Four Enduring Questions　50

　Anand, Ashforth, and Joshi’s Method for Dealing with Rationalization and Socialization of Unethical Behavior　51

Ethical Rules of Thumb　52

　Front-Page Test　52

　Role Modeling　52

　Third-Party Advice　52

　Policies　52

　Accountability　53

　Conflicts of Interest　53

Conclusion　53

Chapter 4　Communication　55

Basic Communication Model　56

　Sender　56

　Receiver　57

　Message or Information　57

　Communication Medium　58

　Noise　58

　Encoding and Decoding　58

　Context　58

Social-Constructionist Communication Model　58

　Social Meanings Model　59

　Collaborative Model　59

　Grice’s Communication Maxims　59

　Whorfian Hypothesis　59

　Communication Model and Levels of Analysis　59

Individual Communication: Challenges and Competencies　60

　GPA Theory: Goals-Plans-Action Theory　60

　Developing Communication Skills　60

Interpersonal Communication: Challenges and Competencies　61

　Message Tuning　61

　Message Distortion　62

　Biased Interpretation　62

　Curse of Knowledge　62

　Illusion of Transparency　62

　Proximity Effect　63

　Indirect versus Direct Communication　63

Group and Team Communication: Challenges and Competencies　64

　Uneven Communication Problem　64

　Contagion　64

　Minimizing Communication Errors in Groups　65

Communication and Attention　66

Nonverbal Communication　66

　Types of Cues　66

Lying and Deception　67

　Accuracy in Detecting Deception　67

　Nonverbal Leakage　68

　Detecting Deception and the Written Word　68

　Deception and Information Technology　69

The Organizationally Competent Communicator: Taking Yourself to the Next Level　69

　Overt Practice　69

　Mental Practice　69

　Direct Instruction and Coaching　69

　Modeling　69

　Role-Playing　69

　Storytelling and Narrative　70

　Questioning　70

　Process Consultation and Active Inquiry　70

Conclusion　71

Chapter 5　Power and Influence in Organizations　75

Power and Influence　76

Power and Politics in Organizations　77

　Playing Organizational Politics　77

Power as an Individual Difference　79

Power and Perception　80

Sources of Power　80

Power Motivation　81

　Distinction: pPower versus sPower　82

Benevolent and Malevolent Power　83

　Crimes of Obedience　83

Influence Strategies　85

　Weapons of Influence　85

　Impression Management　87

Why Do People Conform 　87

　Informational Influence　87

　Social Influence　87

When Do People Conform 　88

　Group Size　88

　Group Unanimity　88

　Group Commitment　88

Conclusion　88

Chapter 6　Relationships and Social Networks　91

Fundamental Building Blocks of Dyadic Relationships　92

　Interdependence Theory　92

　Social Exchange Theory　93

Communal versus Exchange Relationships　95

Social Identity and Organizational Identity　96

　Two Types of Ties: People and Group　96

Improving Relationships　96

Developing Relationships　96

　Friendship and Work　97

　Choices in Relationships: Voice, Loyalty, Neglect, and Exit　97

Types of Trust　99

　Deterrence-Based Trust　99

　Knowledge-Based Trust　100

　Identification-Based Trust　100

Building Trust: Instrumental and Emotional Mechanisms　100

Recovering from Breaches of Trust　101

Networks　101

　Social Capital versus Human Capital　102

　Measuring Social Capital　102

　Types of Networks　104

　Evidence for the Value of Social Capital　105

　Knowledge of Your Own Network　105

　Ethics of Social Capital　105

Conclusion　106

Chapter 7　Decision Making　109

Decision Making: Levels of Analysis　110

　Intrapersonal Decisions　111

　Interpersonal Decisions　111

　Group Decisions　114

　Organizational-Level Decisions　115

Domains of Decisions　117

　Riskless Choice: Decision Making under Certainty　117

　Decision Making under Uncertainty　118

　Risky Choice: Decision Making under Risk　118

　Prospect Theory　120

Deive, Normative, and Preive Models　121

　Normative Models　121

　Deive Models　122

　Faulty Perceptions about Ourselves　123

　Faulty Perceptions about Other People　124

　Flawed Decision Making　126

　Post on Human Bias　127

　Preive Models　127

Conclusion　129

Chapter 8　Conflict Management and Negotiation　131

Managerial Grid　132

Types of Conflict　133

　Task Conflict　134

　Process Conflict　135

　Relationship Conflict　135

　Conflict and Productivity　135

　Resolving Conflict　135

Negotiation: A Mixed-Motive Enterprise　137

　Balancing Mixed Motives　138

　Negotiation Styles　138

　Opportunistic Negotiation　138

Creating Value: Integrative Negotiation　139

　Separate Positions from Interests　139

　Prioritize and Weight the Issues　140

　Unbundle the Issues　141

　Ask for the Right Information　141

　Create a Superset of Issues　142

　Propose Value-Added Trade-Offs　142

　Make Multiple Offers of Equivalent Value Simultaneously　143

　Propose Contingency Contracts　144

　Make Postsettlement Settlements　145

Claiming Value: Distributive Negotiation　146

　Know Your BATNA and Develop Your Reservation Price　146

　Research the Other Party’s BATNA and Assess Their Reservation Price　147

　Anchoring　147

　Summary　147

Improving Your Negotiation Skills　149

　Take Every Opportunity to Negotiate　149

　Seek Feedback on Your Negotiation Skills　149

　Use Worksheets　149

　Plan Your Approach　149

　Offer to Be a Negotiation Coach　149

　Don’t Brag or Boast　149

Third-Party Intervention　149

　Ranges of Third-Party Roles　149

　Effective Third-Party Intervention　150

　Challenges Facing Third Parties　150

Conclusion　151

Chapter 9　Leading and Managing Teams　153

Types of Teams in Organizations　155

　Manager-Led Teams　155

　Self-Managing Teams　156

　Self-Directing (or Self-Designing) Teams　156

　Self-Governing Teams　156

Types of Teamwork　156

　Tactical Teams　156

　Problem-Solving Teams　158

　Creative Teams　163

　Paulus’ Three New Rules　166

Team Boundaries　167

　Team Socialization and Norms Process　167

　Team Boundaries　168

Integrated Model of Successful Teamwork　169

Conclusion　171

Chapter 10　Leadership　175

Leadership in Organizations　176

Leadership versus Management　176

Highly Effective Leaders　178

Systems View of Leadership　180

Toxic Leaders　180

Can Leadership Be Taught 　181

Leadership and Nature: Trait Theory　182

　Leadership and Trait Intelligence　182

　Leadership and Temperament　182

　Birth Order and Leadership　182

　Male and Female Differences and Leadership　183

　Post on Trait Theories of Leadership　184

Behavioral Theories of Leadership　184

　Lewin, Lippit, and White’s (1939) Studies of Reactions to Group Leadership Styles　184

　People versus Task (Managerial Grid)　184

　Leadership Styles and EQ Skills　186

　Transactional versus Transformational Leadership　188

　Servant Leadership　188

Situational Theories of Leadership: How the Situation Shapes the Leader　189

　How the Environment Shapes Leaders　189

Contingency Theories of Leadership　189

　Situational Leadership 　189

　Path-Goal Theory of Leadership　190

　Normative Decision Model　191

　Fiedler’s Contingency Theory of Leadership Effectiveness　193

　LMX Theory　194

Expectations of Leaders　194

Does Leadership Matter 　196

Conclusion　196

Chapter 11　Organizational Change　199

Individual Change　200

Interpersonal Change　200

　Communicator Characteristics　201

　The Communication　202

　The Situation　202

　The Target　203

　Elaboration Likelihood Model　204

Group Change　204

Organizational Development　204

　Organizational Life Cycle　205

　Type of Change　205

　Greiner’s Five Phases of Growth　206

Theories of Change　208

　Lewin’s Unfreezing-Change-Refreezing Model　208

　Sociotechnical Systems Theory　208

　Total Quality Management　209

　Reengineering　209

　Restructuring　209

Preive Models of Change　210

　Kotter’s Eight Steps　210

　Rao’s PRESS Model　212

　Garvin and Roberto’s Change Through Persuasion　214

　Beer and Nohria: Theory E versus Theory O Change　215

Conclusion　216

Chapter 12　Fairness and Justice　219

Distributive and Procedural Justice　220

　Distributive Justice　220

Equity Theory　224

　Measuring Equity　225

　Reactions to Inequity　225

Procedural Justice: The Science of How People Enact Justice　226

　Voice　226

　Thibaut and Walker’s Model of Procedural Justice　227

　Group Value Model　227

Retributive Justice　229

Evaluating Organizational Employees　229

Social Comparisons　229

Justice Systems　230

　Consistency　231

　Simplicity　231

　Effectiveness　231

　Justifiability　231

　Consensus　231

　Generalizability　231

　Satisfaction　231

Conclusion　231

Chapter 13　Diversity and Culture　235

Diversity Defined　236

Individual, Relational, and Collective Selves　237

　Optimal Distinctiveness Theory　238

The Business Case for Organizational Diversity　238

　Individual Level　239

　Interpersonal Level　239

　Teams and Groups　239

　Organizational Level　239

Barriers to Diversity　240

　Stereotyping　240

　Homogeneity Bias　241

　In-Group Bias　241

　Privilege Systems　243

Creating and Sustaining Diversity　243

　Affirmative Action　243

　Valuing Diversity　244

　Managing Diversity　244

　Educate Members on the Reasons Underlying the Plan　245

Gender Diversity　245

　Gender Pay Gap: The Evidence　245

　Glass Ceiling: The Evidence　246

　Double Standards: The Evidence　246

Cultural Diversity　247

　Stereotypes versus Prototypes　247

　Culture as an Iceberg　247

　Cultural Values　247

　Models of Social Relationships　249

　Predictors of Success in Intercultural Interactions　249

　Options for Change　250

Conclusion　251

Chapter 14　The Virtual Workplace　255

Place-Time Model of Social Interaction　256

　Same-Time, Same-Place Communication　256

　Same-Time, Different-Place Communication　257

　Different-Time, Same-Place Communication　259

　Different-Time, Different-Place Communication　259

Psychological Distancing Model: Media Richness　260

　Electronic Brainstorming　261

Virtual Teams　262

Information Technology and Its Effects on Social and Organizational Behavior　263

　Disadvantages　263

　Advantages　264

Going the Distance: Making the Best of Virtual Teams　266

　Structured Solutions　266

　Process Solutions　268

Conclusion　268

Glossary　271

Photo Credits　280

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书籍介绍

《当代组织行为学》由美国西北大学凯洛格商学院莉·汤普森教授撰写，是一本应用广泛、篇幅短小、注重时效性且易于阅读的组织行为学教材。作者认为组织行为是一个实践性、应用性很强的领域。作为组织中的一员，无论是普通员工还是领导者，都需要学习和掌握组织行为方面的知识。贯穿《当代组织行为学》的三个核心特点是：即时性、自我学习和发展、基于理论的实践建议。《当代组织行为学》提供的工具可以帮助读者了解自己的长处、评估组织中其他成员的才能，这些技巧可以应用在面试、培训项目、冲突管理以及处理商务问题等诸多方面。

《当代组织行为学》可作为我国高等院校心理学、管理学、组织行为学和人力资源管理等学科专业双语教学的教材，也可供广大职场人士和专业研究人员在工作和学习中参考。

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