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Organizational Behavior: A Diagnostic Approach (7th Edition), by Judith R. Gordon
Free Ebook Organizational Behavior: A Diagnostic Approach (7th Edition), by Judith R. Gordon
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For courses in Organizational Behavior, Human Relations, and Industrial Psychology. By adopting a diagnostic approach, this text encourages students and managers to describe situations completely, diagnose the organizational behavior, prescribe the best practices or most appropriate behavior for given organizational situations, and then act effectively in those situations. Each chapter's introductory scenario describes a real-world situation. End-of-chapter activities and end-of-part cases give students the opportunity to practice their diagnostic and action skills.
- Sales Rank: #2281124 in Books
- Published on: 2001-06-19
- Original language: English
- Number of items: 1
- Dimensions: 10.22" h x 1.10" w x 8.42" l,
- Binding: Hardcover
- 608 pages
From the Publisher
The Fifth Edition continues to integrate theory, research, and applications. Each chapter is divided into two parts: (1) text, where OB theories and research are presented, along with current examples from organizations around the world, and (2) activities, including case exercises, self-assessment exercises, group activities, and ABC video exercises. The book retains its strong emphasis in diversity issues -- multiculturalism, gender, and multinationalism. This is not a cut-and-dry approach to OB: Gordon's underlying viewpoint assumes that more than one perspective in OB can be right. She prepares students to analyze organizational situations in a variety of ways, rather than just one. To this end, the author presents her acclaimed diagnostic approach. This approach integrates diagnosis -- discribing, understanding, and explaining behavior -- and action -- controlling, managing, or influencing behavior -- to bridge the gap between comprehension and understanding.
From the Back Cover
In this new edition, Judith R. Gordon continues to show students how to use theory and research in organizational behavior to improve practice. By using a diagnostic approach, the text encourages students to describe situations completely, diagnose the organizational behavior found in a situation, prescribe the best practices or most appropriate behavior for a given organizational situation, and then act effectively in those situations.
With the most up-to-date examples and information, Organizational Behavior: A Diagnostic Approach 7/e offers students the skills to be more effective as both managers and employees.
- Features:
- New! 8 Comprehensive end-of-part cases.
- New and expanded coverage of such topics as: competencies required by managers; organizations of the new millennium; electronic decision making; key forces that shape industry; virtual teams; multinational teams; and women, minorities, older, and physically-challenged workers.
- New! Integrated coverage of e-business topics.
- "A Manager's Preview" at the beginning of each chapter highlights key action areas and links to the "A Manager's Diagnostic Review" at the end of each chapter.
- New! A custom PHLIP/CW Web site at www.prenhall.com/gordon. This is a content-rich, multidisciplinary business education Web site created by professors for professors and their students. PHILIP provides academic support for this text, including current events, an interactive study guide, Internet resources, and much more!
Excerpt. � Reprinted by permission. All rights reserved.
Managers today face an extremely unpredictable, dynamic environment as they struggle to compete in the global marketplace. Dot-com companies have changed the face of business, giving rise to overnight successes and equally quick failures. Managers must have a repertoire of skills and experiences to help them manage today's workforce in the dot-com, global workplace. The seventh edition of Organizational Behavior: A Diagnostic Approach helps managers develop the knowledge and abilities to effectively lead their organizations in the 21st century. This book includes extensive examples of real-world organizational situations in which managers have dealt with the challenges of the new millennium. CONTENT UPDATES
The seventh edition incorporates the latest thinking about individuals, groups and teams, and organizations. Note particularly expanded or new coverage in the following areas: Additional competencies required by managers (chapter 1) Organizations of the new millennium (chapter 1) Key forces that shape industry (chapter 1) Women, minorities, older, and physically-challenged workers (chapter 3) Broadbanding and competency based pay systems (chapter 4) Electronic group decision making (chapter 5) Virtual teams (chapter 6) Multinational teams (chapter 6) Electronic communication (chapter 7) Types of cultures (chapter 11) Lattice organization (chapter 12) Virtual and networked structures (chapter 12) Managing in a dot-com, global workplace (all chapters) THE DIAGNOSTIC APPROACH
Similar to previous editions, the diagnostic approach provides the conceptual underpinning of this book. This approach encourages managers to describe situations completely, diagnose the organizational behavior found in a situation, prescribe the best practices or most appropriate behavior for given organizational situation, and then act effectively in those situations. Each chapter's introductory scenario describes a situation. Then the theories and concepts that help diagnose the events of the scenario as well as other organizational situations are presented. End-of-chapter activities and end-of-part cases give students the opportunity to practice their diagnostic and action skills. SPECIAL FEATURES
The seventh edition has a number of special features: Current real-world examples integrated throughout the text. Learning objectives at the beginning of each chapter. A Manager's Preview at the beginning of each chapter that highlights key action areas and topics. A Summary at the end of each chapter. A Manager's Diagnostic Review at the end of each chapter that helps managers implement the key topics presented in the chapter. Thinking Critically about Organizational Behavior discussion questions to prompt critical thinking about chapter topics. End-of-chapter activities that allow students to practice the Diagnostic Approach and apply knowledge and skills from the chapter. A strong supplemental package. A comprehensive Web site. ORGANIZATION OF THE BOOK
The seventh edition, like previous editions, begins with individuals in organizations, then looks at groups and teams, and finally considers the nature of the organization itself. The book begins in chapter 1 with an overview of issues faced by today's managers. It offers approaches for studying them and also describes the diagnostic approach.
Part two considers individual behavior. Chapter 2 examines perception, attribution, and learning in the workplace. Chapter 3 looks at individual characteristics of managers and workers, as well as workplace diversity, and career and work-life issues. Chapter 4 presents ways to motivate and reward employees. Chapter 5 investigates decision-making by individuals in organizations.
Part three examines group and team behavior. Chapter 6 discusses the nature of high-performing work groups and teams. Chapter 7 presents issues related to effective communication. Chapter 8-identifies the nature of effective leadership. Chapter 9 helps managers diagnose power and manage conflict and stress. Chapter 10 looks at the interactions between groups and ways of negotiating effectively.
Part four considers organizations in action. Chapter 11 talks about ways to build an effective and productive organizational culture. Chapters 12 and 13 explore various structural options. Chapter 14 examines the management of change in organizations. Acknowledgments
I wish to thank many people for their support in developing the seventh edition of Organizational Behavior: A Diagnostic Approach. First, I want to thank the adopters and reviewers of previous editions of this book. I extend my special thanks to the reviewers who helped with this revision: Linda Gibson, Pacific Lutheran University; Pamela Pommerenke, Michigan State University; Hamid Akbari, Northeastern Illinois State University; and Timothy McCartney, NOVA Southeastern University.
Second, I want to thank the people at Prentice Hall who contributed to this book. My greatest appreciation for their help and support goes to Melissa Steffens, the acquisitions editor, and Theresa Festa, the production editor.
Third, I extend my appreciation to my colleagues at the Carroll School of Management of Boston College who have supported my writing efforts and have adopted my book in their class. I thank Helen Frame Peters, Dean of the Carroll School of Management, for her support. I extend special thanks to Jean Passavant, Mary Dunn, and Emily Peckham who have helped handle administrative and other details.
My greatest appreciation goes to my family. As always, I dedicate this book to them. Judith R. Gordon
Newton, Massachusetts
Most helpful customer reviews
2 of 4 people found the following review helpful.
Reads like a textbook
By Phillip Senn
This book is required reading for a Masters level course, which is the only way it will ever get read. In a subject area bulging at the seams with real-life, practical hindsight, this book truely shows the difference between academia and those working stiffs who are just trying to make a living.
I will say one thing however - the teacher made the class enjoyable. I was sitting there in class one evening, enjoying the reparte between student and teacher, when I realized:
"Hey! I'm actually learning something here."
2 of 3 people found the following review helpful.
Old style type and graphics, writing doesn't flow.
By A Customer
It's not a book that makes you want to read it, I find myself just skimming through it. The author can barely go a page without mentioning "the dot-com global workplace", I find that very annoying. There are some interesting case studies but she doesn't give any suggested outcomes so the reader is left wondering what is the best course of action.
0 of 0 people found the following review helpful.
Excessive examples, choppy writing, poor proofreading
By A Customer
The book provides useful diagnostic tools and challenging activities and case studies. However, the writing style of the author is poor and very choppy, making it difficult to follow the material. The author uses an excessive amount of real-world examples, but does little justice to covering and explaining the theory and concepts of the subject material.
I purchased a used 7th edition of this text book through Amazon.com. The pervious owner of my book (a student, I assume) noted several errors in the book. For example, in Chapter 3, "The Diverse Workforce:...", page 81, heading "INDIVIDUAL VALUES AND ATTITUDES", subheading "Values", paragraph 2, sentence 1, the published text states:
"Core values are more susceptible to change, and peripheral values are less susceptible (to change)."
However, the sentence in my text book was manually corrected by the previous owner (at the direction of an instructor at another educational institution, I assume) to read:
"Core values are less susceptible to change, and peripheral values are more susceptible (to change)."
When I first read the sentence, I could not agree with what the author had stated. So I did a search on Google.com and verified from other sources that the author had incorrectly stated this premise.
In Chapter 9, Activity 9-5 Behavior Description Questionnaire, page 319, the book provides a table for scoring a 30 statement behavior questionnaire. The activity requires one to select between an A or B statement which is characteristic of their own behavior. However, item number 6 in the scoring table shows two A answers, and item number 7 in the scoring table shows two B answers, making it impossible to obtain an accurate assessment of one's behavior pattern, unless one is able to clearly understand the subject material and correct the scoring table.
These are just a few of the errors noted in the 7th edition of this publication. It appears the author has not adequately proofread the final product.
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