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第1部分 导论1

第1章 什么是组织行为学1

Chapter 1 What Is Organizational Behavior?1

PART ONE·INTRODUCTION1

Chapter 1 What is Organizational Behavior?1

PART ONE·INTRODUCTION1

What Managers Do2

Management Functions2

Management Roles3

Management Skills4

Effective vs．Successful Managerial Activties5

A Review of the Manager s Job6

Enter Organizational Behavior6

Replacing Intuition with Systematic Study7

Psychology9

Contributing Disciplines to the OB Field9

Myth or Science? Preconceived Notions vs．Substantive Evidence9

Social Psychology11

Anthropology11

Sociology11

Political Science12

There Are Few Absolutes in OB12

Challenges and Opportunities for OB12

Responding to Globalization13

Managing Workforce Diversity13

Improving Quality and Productivity14

Improving People Skills16

Empowering People16

Coping with Temporariness16

OB in the News Matsushita s New Temp Workers17

Improving Ethical Behavior18

Stimulating Innovation and Change18

Coming Attractions:Developing an OB Model19

An Overview19

The Dependent Variables19

The Independent Variables22

Toward a Contingency OB Model23

Summary and Implications for Managers23

POINT/COUNTERPOINT:Successful Organizations Put People First25

TEAM EXERCISE:Workforce Diversity26

QUESTIONS FOR CRITICAL THINKING26

QUESTIONS FOR REVIEW26

CASE INCIDENT:Thanks for 24 Years of Service,Now Here s the Door!28

INTERNET SEARCH EXERCISES28

REAL OB Diversity-Jim Sierk,Allied Signal31

INTEGRATIVE VIDEO CASE,PART ONE,INTRODUCTION-STARBUCKS AS THE FRONT PORCH31

第2章 个体行为的基础32

第2部分 个体32

Chapter 2 Foundations of Individual Behavior32

PART TWO·THE INDIVIDUAL32

PART TWO·THE INDIVIDUAL32

Chapter 2 Foundations of Individual Behavior32

Biographical Characteristics33

Age34

Gender35

Ability36

Tenure36

Martial Status36

Intellectual Abilities37

Physical Abilities38

The Ability-Job Fit38

Learning39

A Definition of Learning39

Theories of Learning40

Shaping A Managerial Tool43

Myth or Science? You Can t Teach an Old Dog New Tricks!47

Some Specific Organizational Applications48

OB in the News:OB Mod at Turner Bros．Trucking49

From Concepts to Skills:Effective Discipline Skills50

Summary and Implications for Managers51

Biographical Characteristics52

Ability52

Learning52

POINT/COUNTERPOINT:Individual Differences Explain Organizational Behavior53

QUESTIONS FOR REVIEW54

QUESTIONS FOR CRITICAL THINKING54

TEAM EXERCISE:Positive and Negative Reinforcement54

INTERNET SEARCH EXERCISES55

CASE INCIDENT:Predicting Performance55

第3章 价值观、态度和工作满意度60

Chapter 3 Values,Attitudes,and Job Satisfaction60

Chapter 3 Values,Attitudes,and Job Satisfaction60

Importance of Values62

Values62

Types of Values63

Values,Loyalty,and Ethical Behavior65

Values Across Cultures66

Attitudes68

Types of Attitudes68

Attitudes and Consistency70

OB in the News:Attitudes Around the World70

Cognitive Dissonance Theory71

Measuring the A-B Relationship72

An Application:Attitude Surveys74

Attitudes and Workforce Diversity75

From Concepts to Skills:Changing Attitudes75

Job Satisfaction76

Measuring Job Satisfaction76

Myth or Science? Happy Workers Are Productive Workers77

The Effect of Job Satisfaction on Employee Performance77

How Employees Can Express Dissatisfaction79

Job Satisfaction and OCB80

Summary and Implications for Managers80

POINT/COUNTERPOINT:Managers Can Create Satisfied Employees82

QUESTIONS FOR REVIEW83

QUESTIONS FOR CRITICAL THINKING83

TEAM EXERCISE:Assessing Work Attitudes83

INTERNET SEARCH EXERCISES84

CASE INCIDENT:Will Voivo s Perks Give Ford Sticker Shock?84

VIDEO CASE:Madison Park Greeting Cord Company85

Chapter 4 Personality and Emotions90

第4章 个性与情绪90

Chapter 4 Personality and Emotions90

Personality91

Personality Determinants92

What is Personality?92

Personality Traits94

Major Personality Attributes Influencing OB96

Personality and National Culture100

Myth or Science? Deep Down,People Are All Alike100

Achieving Personality Fit101

Emotions103

Felt Versus Displayed Emotions104

What Are Emotions?104

Emotion Dimensions105

Can People Be Emotionless?106

Gender and Emotions107

From Concepts to Skills:Reading Emotions107

External Constraints on Emotions108

OB Applications109

OB in the News:Hiring for Emotional Intelligence at the Men s Wearhouse110

Summary and Implications for Managers112

Personality112

Emotions112

POINT/COUNTERPOINT:Traits Are Powerful Predictors of Behavior113

INTERNET SEARCH EXERCISES114

QUESTIONS FOR REVIEW114

QUESTIONS FOR CRITICAL THINKING114

TEAM EXERCISE: What Is a Team Personality114

CASE INCIDENT:Using the Predictive Index115

第5章 知觉与个体决策120

Real OB Emotions and Personality-Geoff Gilpin,GTE120

Chapter 5 Perception and Individual Decision Making120

Chapter 5 Perception and Individual Decision Making120

What Is Perception,and Why Is It Important?121

Factors Influencing Perception122

The Perceiver122

The Target123

The Situation124

Person Perception:Making Judgments About Others124

Attribution Theory125

Frequently Used Shortcuts in Judging Others126

Specific Applications in Organizations129

The Link Between Perception and Individual Decision Making131

How Should Decisions Be Made?132

The Rational Decision-Making Process132

Improving Creativity in Decision Making133

How Are Decisions Actually Made in Organizations?135

Bounded Rationality135

Intuition136

OB in the News:W．Brian Arthur Speaks Out on Intuition138

Problem Identification138

Alternative Development139

Making Choices139

Individual Differences:Decision-Making Styles140

Organizational Constraints142

Cultural Differences143

What About Ethics in Decision Making?143

Three Ethical Decision Criteria144

Myth or Science? Ethical People Don t Do Unethical Things144

Ethics and National Culture145

Summary and Implications for Managers145

Perception145

Individual Decision Making146

POINT/COUNTERPOINT:When Hiring Employees:Emphasize the Positive148

QUESTIONS FOR CRITICAL THINKING149

TEAM EXERCISE:Biases in Decision Making149

QUESTIONS FOR REVIEW149

ETHICAL DILEMMA:Five Ethical Decisions:What Would You Do?150

INTERNET SEARCH EXERCISES150

CASE INCIDENT:Good Decisions That Went Bad?151

VIDEO CASE:The Fluker Cricket Farm151

第6章 基本激励概念154

Chapter 6 Basic Motivation Concepts154

Chapter 6 Basic Motivation Concepts154

What Is Motivation?155

Early Theories of Motivation156

Hierarchy of Needs Theory156

Theory X and Theory Y157

Myth or Science? People Are Inherently Lazy158

Two-Factor Theory158

Contemporary Theories of Motivation160

ERG Theory161

McClelland s Theory of Needs162

Cognitive Evaluation Theory164

Goal-Setting Theory166

Reinforcement Theory167

Equity Theory168

Expectancy Theory171

Don t Forget Ability and Opportunity173

Integrating Contemporary Theories of Motivation174

Caveat Emptor:Motivation Theories Are Culture Bound175

Summary and Implications for Managers177

POINT/COUNTERPOINT:Money Motivates!179

QUESTIONS FOR REVIEW180

QUESTIONS FOR CRITICAL THINKING180

TEAM EXERCISE:What Do People Want from Their Jobs?180

INTERNET SEARCH EXERCISES181

CASE INCIDENT:Mativation(or Punishment) at Click Interactive Inc．182

VIDEO CASE:Harbor Marine Corporation182

REAL OB Motivation-Jim Sierk,Allied Signal182

第7章 激励：从概念到应用188

Chapter 7 Motivation:From Concept to Applications188

Chapter 7 Motivation:From Concept to Applications188

What Is MBO?189

Management by Objectives189

Linking MBO and Goal-Setting Theory190

MBO in Practice191

Employee Recognition Programs191

What Are Employee Recognition Programs!191

Linking Recognition Programs and Reiforcement Theory192

Employee Recognition Programs in Practice192

What Is Employee Involvement?193

Employee Involvement Programs193

Examples of Employee Involvement Programs194

Linking Employee Involvement Programs and Motivation Theories197

Employee Involvement Programs in Practice197

Variable Pay Programs198

What Are Variable-Pay Programs?198

Variable-Pay Programs in Practice200

Linking Variable-Pay Programs and Expectancy Theory200

Skill-Based Pay Plans201

OB in the News:Linking Executive Pay to Satisfaction at UAL201

What Are Skill-Based Pay Plans?202

Linking Skill-Based Pay Plans to Motivation Theories203

Skill-Based Pay in Practice203

Flexible Benefits204

What Are Flexible Benefits?204

Linking Flexible Benefits and Expectancy Theory204

Special Issues in Motivation205

Flexible Benefits in Practice205

Motivating Professionals205

Motivating Contingent Workers206

Motivating the Diversified Workforce206

Motivating Low-Skilled Service Workers207

Motivating People Doing Highly Repetitive Tasks207

Summary and Implications for Managers208

POINT/COUNTERPOINT:The Power of Stock Options as a Motivator209

TEAM EXERCISE:Goal-Setting Task210

QUESTIONS FOR CRITICAL THINKING210

QUESTIONS FOR REVIEW210

ETHICAL DILEMMA:Are American CEOs Paid Too Much?211

INTERNET SEARCH EXERCISES211

CASE INCIDENT:The Memo212

REAL OB Employee and Reward Recognition Programs-James Fripp,Taco Bell215

INTEGRATIVE VIDEO CASE,PART TWO,THE INDIVIDUAL-BEING THE BEST AT DOC MARTENS:MOTIVATION AND VALUES AT A COMPANY WITH A ATTITUDE215

PART THREE·THE GROUP216

第3部分 群体216

第8章 群体行为的基础216

Chapter 8 Foundations of Group Behavior216

PART THREE·THE GROUP216

Chapter 8 Foundations of Group Behavior216

Defining and Classifying Groups217

Stages of Group Development219

The Five-Stage Model219

An Alternative Model:For Temporary Groups with Deadlines220

Sociometry:Analyzing Group Interaction221

OB in the News:Using Sociometry to Help Build Submarines223

Toward Explaining Work Group Behavior223

External Conditions Imposed on the Group224

Group Member Resources226

Personality Characteristics226

Group Structure226

Knowledge,Skills,and Abilities226

Formal Leadership227

Roles227

Norms230

Status232

Size234

Composition235

Cohesiveness237

Group Processes238

Group Tasks239

Group Decision Making240

Groups vs．the Individual240

Myth or Science? Two Heads Are Better Than One241

Groupthink and Groupshift242

Group Decision-Making Techniques244

Summary and Implications for Managers246

Performance246

Satisfaction247

POINT/COUNTERPOINT:All Jobs Should Be Designed Around Groups248

QUESTIONS FOR REVIEW249

QUESTIONS FOR CRITICAL THINKING249

TEAM EXERCISE:Assessing Occupational Status249

CASE INCIDENT:The Law Offices of Dickinson,Stilwell,and Gardner(DSG)250

INTERNET SEARCH EXERCISES250

VIDEO CASE:All Brand Appliance251

Chapter 9 Understanding Work Teams256

第9章 理解工作团队256

Chapter 9 Understanding Work Teams256

Why Have Teams Become So Popular?257

Teams vs．Groups:What s the Difference?258

Types of Teams259

Problem-Solving Teams259

Self-Managed Work Teams260

Cross-Functional Teams261

Virtual Teams261

OB in the News:Virtual Teams at VeriFone262

Beware!Teams Aren t Always the Answer263

Creating Effective Teams263

Work Design264

Composition264

Context267

Process268

The Challenge269

Turning Individuals into Team Players269

Shaping Team Players270

Contemporary Issues in Managing Teams271

Teams and Total Quality Management271

Teams and Workforce Diversity272

Reinvigorating Mature Teams273

Summary and Implications for Managers273

POINT/COUNTERPOINT:Teams Benefit Both Employees and the Organization275

QUESTIONS FOR REVIEW276

QUESTIONS FOR CRITICAL THINKING276

TEAM EXERCISE:Building Effective Work Teams276

INTERNET SEARCH EXERCISES277

CASE INCIDENT:Tape Resources,Inc277

VIDEO CASE:Jim Morris Environmental Tee Shirt COmpany278

REAL OB Teams and Groups-James Fripp,Taco Bell278

第10章 沟通282

Chapter 10 Communication282

Chapter 10 Communication282

Functions of Communications284

The Communication Process285

A Communication Model285

Barriers to Effective Communication286

Communication Apprehension288

Myth or Science? It s Not What You Say,It s What You Do288

Communication Fundamentals289

Direction of Communication289

Formal vs．Informal Networks290

Nonverbal Communications293

Choice of Communication Channel294

Communication Barriers Between Women and Men296

Current Issues in Communication296

Politically Correct Communication297

Cross-Cultural Communication298

Electronic Communications301

From Concepts to Skills:Improving Your Communication Skills302

Summary and Implications for Managers304

POINT/COUNTERPOINT:Open-Book Management Improves the Bottom Line306

QUESTIONS FOR REVIEW307

QUESTIONS FOR CRITICAL THINKING307

TEAM EXERCISE:The Impact of Attentive Listening Skills307

INTERNET SEARCH EXERCISES308

CASE INCIDENT:Have We Got a Communication Problem Here?308

VIDEO CASE:Community Insurance Company308

REAL OB Communication-Barbara Whittaker,GM308

Chapter 11 Leadership and Trust312

第11章 领导与信任312

Chapter 11 Leadership and Trust312

What Is Leadership?313

Trait Theories314

Behavioral Theories315

University of Michigan Studies316

Ohio State Studies316

The Managerial Grid317

Scandiavian Studies317

Summary of Behavioral Theories318

Contingency Theories318

Fiedler Model319

Hersey and Blanchard s Situational Theory322

Leader-Member Exchange Theory323

Path-Goal Theory324

Leader-Participation Model325

Sometimes Leadership Is Irrelevant!326

Neocharismatic Theories327

Charismatic Leadership327

Transformational Leadership329

Visionary Leadership330

Myth or Science? Men Make Better Leaders Than Women331

Contemporary Issues in Leadership332

Emotional Intelligence and Leadership332

Team Leadership333

Moral Leadership334

Cross-Cultural Leadership335

Trust and Leadership336

What Is Trust?336

Trust as the Foundation of Leadership337

OB in the News:Pamela Barefoot and the Blue Crab Bay Co．337

Three Types of Trust338

From Concepts to Skills:How Do You Build Trust?339

Summary and Imlications for Managers340

POINT/COUNTERPOINT:The Perils of Leadership Training342

QUESTIONS FOR CRITICAL THINKING343

QUESTIONS FOR REVIEW343

TEAM EXERCISE:Practicing to Be Charismatic343

INTERNET SEARCH EXERCISES344

CASE INCIDENT:Jack Hartnett at D．L Rogers Corp．344

VIDEO CASE:Ironbound Supply Company345

REAL OB Leadership-Jim Sierk,Allied Signal345

Chapter 12 Power and Politics350

第12章 权力与政治350

Chapter 12 Power and Politics350

A Definition of Power352

Contrasting Leadership and Power352

Bases of Power353

Coercive Power353

Reward Power354

Legitimate Power354

Expert Power355

Referent Power355

Dependency:The Key to Power355

The General Dependency Postulate355

What Creates Dependency?356

Identifying Where the Power Is357

Power Tactics358

Power in Groups:Coalitions360

Sexual Harassment:Unequal Power in the Workplace361

Politics:Power in Action362

Definition362

The Reality of Politics363

Myth or Science? It s Not What You Know,It s Who You Know365

Factors Contributing to Political Behavior365

From Concepts to Skills:Politicking368

Impression Mnagement369

Defensive Behaviors371

The Ethics of Behaving Politically372

Summary and Implications for Managers373

POINT/COUNTERPOINT:Empowerment Improves Employee Productivity375

QUESTIONS FOR REVIEW376

QUESTIONS FOR CRITICAL THINKING376

TEAM EXERCISE:Understanding Power Dynamics376

INTERNET SEARCH EXERCISES377

CASE INCIDENT:Damned If You Do;Damned If You Don t377

VIDEO CASE:Cloud 9378

第13章 冲突与谈判382

Chapter 13 Conflict and Negotiation382

Chapter 13 Conflict and Negotiation382

A Definition of Conflict383

Transitions in Conflict Thought384

The Traditional View384

The Human Relations View384

Stage 1:Potential Opposition or Incompatibility385

The Conflict Process385

Functional vs．Dysfunctional Conflict385

The Interactionist View385

Myth or Science? The Source of Most Conflicts Is Lack of Communication388

Stage II:Cognition and Personalization388

Stage III:Intentions389

Stage IV:Behavior391

Stage V:Outcomes392

Negotiation395

OB in the News:Behind the Labor Peace at Ford396

Bargaining Strategies396

The Negotiation Process398

From Concepts to Skills:Negotiating400

Issues in Negotiation400

Summary and Implications for Managers403

POINT/COUNTERPOINT:Conflict Benefits Organizations405

QUESTIONS FOR REVIEW406

QUESTIONS FOR CRITICAL THINKING406

TEAM EXERCISE:A Negotiation Role Play406

INTERNET SEARCH EXERCISES407

CASE INCIDENT:Working at Thinklink407

INTEGRATIVE VIDEO CASE,PART THREE,THE GROUP-A COACH FOR ALL SEASONS:EFFECTIVE GROUP BEHAVIOR CAN BE LEARNED411

Chapter 14 Foundations of Organization Structure412

Chapter 14 Foundations of Organization Structure412

PART FOUR·THE ORGANIZATION SYSTEM412

第4部分 组织系统412

PART FOUR·THE ORGANIZATION SYSTEM412

第14章 组织结构的基础412

What Is Organizational Structure?413

Work Specialization414

Departmentalization415

Chain of Command417

Span of Control418

Centralization and Decentralization419

Formalization420

From Concepts to Skills:Delegating Authority421

Common Organizational Designs422

The Simple Structure422

The Bureaucracy423

The Matrix Structure424

New Design Options425

The Team Structure425

The Virtual Organization426

The Boundaryless Organization428

Why Do Structures Differ?429

Strategy430

Technology431

Organization Size431

Environment432

Myth or Science? Bureaucracy Is Dead434

Organiational Designs and Employee Behavior434

Summary and Implications for Managers436

POINT/COUNTERPOINT:The Case for Flexibility in Organization Design438

QUESTIONS FOR REVIEW439

QUESTIONS FOR CRITICAL THINKING439

TEAM EXERCISE:Authority Figures439

ETHICAL DILEMMA:Employee Monitoring:How Far Is Too Far?440

INTERNET SEARCH EXERCISES440

CASE INCIDENT:Motorola Inc:What Went Wrong?441

VIDEO CASE:Urocor441

REAL OB Spans of Control-James Fripp,Taco Bell441

Chapter 15 Work Design and Technology444

第15章 工作设计与技术444

Chapter 15 Work Design and Technology444

Conceptual Frameworks for Analyzing Work Tasks445

Requiste Task Attributes Theory446

The Job Characteristics Model447

Social Information Processing Model449

Myth or Science? Everyone Wants a Challenging Job450

Technology and New Work Designs450

Continuous Improvement Processes451

Reengineering Work Processes452

Flexible Manufacturing Systems454

Worker Obsolescence455

Work Space Design456

OB in the News:The Remaking of LLG456

Size457

Arrangement457

Privacy457

Work Space Design and Productivity458

Work Redesign Options459

Job Rotation459

Job Enlargement460

Job Enrichment460

From Concepts to Skills:Designing Enriched Jobs461

Team-Based Work Designs Revisited461

Work Schedule Options462

Compressed Workweek462

Flextime463

Job Sharing464

Telecommuting464

Summary and Implications for Managers466

POINT/COUNTERPOINT:Jobs Are Becoming Obsolete467

QUESTIONS FOR REVIEW468

QUESTIONS FOR CRITICAL THINKING468

TEAM EXERCISE:Analyzing and Redesigning Jobs468

INTERNET SEARCH EXERCISES469

CASE INCIDENT:One Man s Saturn Experience469

VIDEO CASE:The King Company470

Chapter 16 Human Resource Policles and Practices474

第16章 人力资源政策与实践474

Chapter 16 Human Resource Policies and Practices474

Job Analysis475

Selection Practices475

Selection Devices476

From Concepts to Skills:Selection Interviewing478

Myth or Science? It s First Impressions That Count480

Training and Development Programs480

Types of Training480

Training Methods482

Individualize Formal Training to Fit the Employee s Learning Style483

Career Development483

Performance Evaluation485

Purposes of Performance Evaluation485

Performance Evaluation and Motivation486

What Do We Evaluate?487

Who Should Do the Evaluation?488

Methods of Performance Evaluation490

Suggestions for Improving Performance Evaluations491

Providing Performance Feedback493

What About Team Performance Evaluations?494

The Union-Management Interface494

International Human Resource Practices:Selected Issues496

Selection496

Performance Evaluation496

Managing Diversity in Organizations497

Family-Friendly Workplaces497

Diversity Training498

Mentoring Programs498

Summary and Implications for Managers499

Selection Practices499

Training and Development Programs500

Performance Evaluation500

Union-Management Interface500

POINT/COUNTERPOINT:Layoffs Are an Indication of Management Failures501

QUESTIONS FOR REVIEW502

QUESTIONS FOR CRITICAL THINKING502

TEAM EXERCISE:Evaluating Performance and Providing Feedback502

ETHICAL DILEMMA:What s the Right Balance Between Work and Family?503

INTERNET SEARCH EXERCISES503

CASE INCIDENT:Is This any Way to Run a Business?503

REAL OB Flexible Policles-Barbaro Whittaker,GM503

第17章 组织文化508

Chapter 17 Organizational Culture508

Chaptet 17 Organizational Culture508

Institutionalization:A Forerunner of Culture509

What Is Organizational Culture?510

A Definition510

Culture Is a Descriptive Term511

Do Organizations Have Uniform Cultures?511

From Concepts to Skills:How to Read an Organization s Culture513

Culture vs．Formalization514

Organizational Culture vs．National Culture514

Strong vs．Weak Cultures514

What Do Cultures Do?515

Culture s Functions515

Culture as a Liability516

Myth or Science? Succes Breeds Success517

Creating and Sustaining Culture518

How a Culture Begins518

Keeping a Culture Alive518

OB in the News:Learning the Disney Culture519

Summary:How Cultures Form523

How Employees Learn Culture524

Stories524

Rituals524

Material Symbols525

Language526

Matching People with Cultures526

Summary and Implications for Managers528

POINT/COUNTERPOINT:Organizational Cultures Can t Be Changed530

REAL OB Corporate Culture-Duke Rohlen,Blue Chalk Cafe531

INTEGRATIVE VIDEO CASE,PART FOUR,THE ORGANIZATION SYSTEMS-IT S IMPOSSIBLE NOT TO DO YOUR WORK:HUMAN RESOURCE PRACTICES AT THE SANEST COMPANY IN AMERICA531

QUESTIONS FOR REVIEW531

QUESTIONS FOR CRITICAL THINKING531

TEAM EXERCISE:Rate Your Classroom Culture531

QUESTIONS FOR CRITICAL THINKING531

TEAM EXERCISE:Rate Your Classroom Culture531

ETHICAL DILEMMA:Cultural Factors and Unethical Behavior532

ETHICAL DILEMMA:Cultural Factors and Unethical Behavior532

CASE INCIDENT:Shaking Up P G533

INTERNET SEARCH EXERCISES533

VIDEO CASE:The Jagged Edge534

第5部分 组织动力538

第18章 组织变革与压力管理538

PART FIVE·ORGANIZATIONAL DYNAMICS538

PART FIVE·ORGANIZATIONAL DYNAMICS538

Chapter 18 Organizational Change and Stress Management538

Chapter 18 Organizational Change and Stress Management538

Forces for Change540

Managing Planned Change541

What Can Change Agents Change?543

Changing Structure543

Changing the Physical Setting544

Changing People544

Changing Technology544

Resistance to Change545

Individual Resistance545

Organizational Resistance547

Overcoming Resistance to Change548

The Politics of Change549

From Concepts to Skills:Assessing the Climate for Change550

Approaches to Managing Organizational Change551

Lewin s Three-Step Model551

Action Research552

Organizational Development553

Contemporary Change Issues for Today s Managers557

Innovation557

Creating a Learning Organization559

Managing Change:It s Culture Bound!562

Work Stress and Its Management563

What Is Stress?563

Understanding Stress and Its Consequences564

Potential Sources of Stress565

Individual Differences567

Consequences of Stress568

OB in the News:Canadian Study Finds Demanding Job Plus Lack of Power Equals Stress569

Managing Stress570

Summary and Implications for Managers572

POINT/COUNTERPOINT:Managing Change Is an Episodic Activity574

QUESTIONS FOR REVIEW575

QUESTIONS FOR CRITICAL THINKING575

TEAM EXERCISE:The Beacon Aircraft Company575

INTERNET SEARCH EXERCISES576

CASE INCIDENT:Wisconsin Art Greetings576

VIDEO CASE:Boardroom Incorporated577

REAL OB Changes and Stress-Barbara Whittaker,GM581

INTEGRATIVE VIDEO CASE,PART FIVE,ORGANIZATIONAL DYNAMICS- SEE THE WIND BLOW AT WATERFORD CRYSTAL:CHANGE AND INNOVATION AT THE WORLD S FINEST GLASSMAKER581

附录A组织行为学的历史沿革582

Appendix A:The Historical Evolution of Orgnizational Behavior582

Appendix A The Historical Evolution of Organizational Behavior582

附录B组织行为学的研究594

Appendix B Research in Organizational Behavior594

Appendix B:Research in Organizational Behavior594

Illustration Credits602

Name Index603

人名索引603

Name Index603

组织索引618

Organization．Index618

Organization Index618

Glindex(A Combined Glossary/Subject Index)622

Glindex(A Combined Glossary/Subject Index)622

术语索引622