Organizations Behavior Structure Processes 14th Edition Ebook
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Organizations Behavior Structure Processes 14th Edition Ebook: A Comprehensive Guide for Managers and Students
Organizations are complex entities that require effective management of people, structure, and processes. Understanding how organizations work and how to improve their performance is a crucial skill for managers and students alike. That's why Organizations: Behavior, Structure, Processes, a textbook by John M. Ivancevich, James L. Gibson, and Robert Konopaske, is an invaluable resource for anyone interested in organizational behavior.
This book, now in its 14th edition, is based on the idea that managing organizations is a challenging, compelling, and crucial set of tasks. It illustrates how organizational behavior theory leads to research and how both theory and research provide the basic foundation for practical applications in business firms, hospitals, educational institutions, government agencies, and other organizations. Readers are given the opportunity to look inside these organizations and to develop their own perspective and skills for managing organizational behavior.
In recognition of its educational effectiveness, this book received the Text and Academic Authors Association's McGuffey Longevity Award in 2005. It covers topics such as individual differences, motivation, leadership, group dynamics, communication, decision making, conflict management, organizational culture, ethics, change management, and more. It also features case studies, exercises, self-assessments, and online resources to enhance learning and application.
If you are looking for a comprehensive guide to organizations behavior structure processes 14th edition ebook, you can find it online at various platforms. You can also access a free sample chapter and other supplementary materials at the publisher's website. Whether you are a manager, a student, or a researcher, this book will help you gain a deeper understanding of organizations and how to make them more effective.
What is Organizational Behavior
Organizational behavior is the study of human behavior in organizational settings, how human behavior interacts with the organization, and how the organization affects human behavior. It draws from various disciplines, such as psychology, sociology, anthropology, economics, and political science, to explain and predict individual and group behavior in organizations.
Organizational behavior is important because it helps managers and employees understand themselves and others better, improve communication and collaboration, enhance motivation and performance, manage diversity and conflict, foster innovation and change, and create ethical and socially responsible organizations.
What are the Key Concepts of Organizational Behavior
The key concepts of organizational behavior are:
Individual differences: People have different personalities, values, attitudes, perceptions, emotions, and abilities that influence their behavior and interactions in organizations.
Motivation: Motivation is the process that energizes, directs, and sustains human behavior toward achieving certain goals. Motivation can be influenced by intrinsic factors (such as interest, satisfaction, and challenge) or extrinsic factors (such as rewards, recognition, and feedback).
Leadership: Leadership is the process of influencing others to achieve a common vision or goal. Leadership can be formal (based on position or authority) or informal (based on personal characteristics or relationships). Leadership styles can vary from autocratic (directive and controlling) to democratic (participative and empowering) to laissez-faire (delegating and hands-off).
Group dynamics: Group dynamics are the processes that occur within and between groups of people in organizations. Groups can be formal (such as teams or committees) or informal (such as cliques or networks). Group dynamics can affect group performance, cohesion, conflict, decision making, creativity, and learning.
Communication: Communication is the exchange of information and meaning among people in organizations. Communication can be verbal (such as words or speech) or nonverbal (such as gestures or facial expressions). Communication can be affected by barriers (such as noise or distortion) or facilitators (such as feedback or empathy).
Decision making: Decision making is the process of choosing among alternatives based on criteria and preferences. Decision making can be rational (based on logic and analysis) or intuitive (based on intuition and experience). Decision making can be individual (based on personal judgment) or group (based on collective input).
Conflict management: Conflict management is the process of dealing with disagreements and disputes among people in organizations. Conflict can be functional (constructive and beneficial) or dysfunctional (destructive and harmful). Conflict can be resolved by avoidance (ignoring or withdrawing), accommodation (giving in or compromising), competition (forcing or dominating), collaboration (integrating or problem-solving), or compromise (balancing or bargaining).
Organizational culture: Organizational culture is the set of shared values, beliefs, norms, and assumptions that guide the behavior of members of an organization. Organizational culture can be expressed through artifacts (such as symbols, stories, rituals, and heroes), espoused values (such as mission, vision, and goals), and basic assumptions (such as core beliefs and worldviews).
Ethics: Ethics is the study of moral principles and standards that guide the behavior of individuals and groups in organizations. Ethics can be influenced by personal values (such as honesty, integrity, and fairness), professional codes (such as rules, norms, and standards), organizational policies (such as codes of conduct, whistle-blowing procedures, and social responsibility initiatives), and societal laws (such as regulations, statutes, and court decisions).
Change management: Change management is the process of planning, implementing, monitoring, and evaluating changes in organizations. Change can be planned (deliberate and intentional) or unplanned (emergent and accidental). Change can be incremental (small-scale and continuous) or radical (large-scale and discontinuous). Change can be driven by external forces (such as competition, technology, or regulation) or internal forces (such as innovation, learning, or crisis).
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