Effective Management Teams And Organizational Behavior

Most contemporary organizations use management teams to manage and coordinate their businesses at all levels of the organizational hierarchy. Management teams typically set overall goals, strategies, and priorities, making vital organizational decisions. They discuss issues, solve problems, offer advice, and ensure various processes and units are aligned and interact efficiently. Although management teams are vital for overall organizational performance, research indicates that they are largely underused and less effective than their potential would suggest for value creation. This book provides a research-based and practical model of the characteristics of effective management teams. It looks in depth at each factor of the model, discusses the supporting research, provides examples of how the factors influence the work and effectiveness of management teams, and shares tips and tools for successfully working with management team development. It provides researchers, academics, and students of organizational behavior with an overview of the variables that empirical research has found to be robustly related to management team effectiveness and will enable leaders and management consultants to develop more effective management teams.

This newly and completely revised edition of Managing Organizational Behavior covers the field of organizational behavior in a theoretical and applied way that both students and instructors will find engaging and informative. For use in introductory and advanced undergraduate courses, the book covers a broad range of topics in the field, including: personality, motivation, groups, power, and leadership. It integrates the most current research in a clear and accessible manner and incorporates new thinking in the field with tried and true practices. At its heart, this book is a comprehensive introduction to the present state of knowledge in the field of organizational behavior. The authors treat a relevant and critical theme in organizational studies: the systematic and scientific analysis of individual behavior in different organized contexts. This book identifies and analyzes three distinct and interdependent perspectives on organizational behavior. Firstly, the book analyzes organizational behavior from the perspective of the individual actor, focusing on themes such as the differences in personality and their manifestations in the organization environment; attitudes, perceptions, and the evaluation of performance and problem solving, motivation to work, stress, emotions, and organizational well-being. Secondly, the authors focus on the relationships among actors. They analyze the conditions of effectiveness of workgroups, decisions, communications, and conflict, and conclude with themes tied to power and leadership. Lastly, the authors focus their attention on the wider organization and management structures, people, culture, and change. The book will be welcomed by instructors and students of organizational behavior around the world, as previous editions have been since the first edition appeared in 1977.

This text provides a general survey of a typical organizational behaviour (OB) course, especially the central facets of micro- (motivation, perception, communication, group and team dynamics, leadership), and macro- (organizational structure, culture, environment, and change) organizational behaviour. It introduces the reader to terms and concepts that are necessary to understand OB and their application in modern organizations.

A consistent theme throughout the eleventh edition of Organizations is that effective management of organizational behaviour needs an understanding of theory, research and practice. Given this theme, the authors present and interpret organizational behaviour theory and research so that students can comprehend the three characteristics common to all organizations - behaviour, structure and processes - as affected by actions of managers. The text is organized and presented in a sequence based on these three characteristics, with each part a self-contained unit so that the parts can be presented in whatever sequence the instructor prefers. The text is easily adaptable to these individual preferences. This edition emphasizes that the most successful managers in the global economy will be those who can anticipate, adapt and manage change.

Hitt/Miller/Colella, Organizational Behavior helps students understand the impact of effective management of people, teams and groups on organizational performance. Through this strategic framework, the authors illustrate organizational behavior as critical to implementing strategy, gaining competitive advantages, and ensuring positive organizational results. The 4th Edition includes the latest research and literature pertaining to pressing topics like global contexts, motivation and leadership. With features that offer managerial advice, highlight strategic initiatives and provide opportunities for self-assessment and analysis, the text encourages students to understand the value of OB to organizational success and to their future careers.

Ch. 1. Management : an applied behavioral sciences approach -- Ch. 2. Motivation and behavior -- Ch. 3. Motivating -- Ch. 4. Leadership : an initial perspective -- Ch. 5. Leadership : situational approaches -- Ch. 6. Determining effectiveness -- Ch. 7. Situational leadership -- Ch. 8. Situational leadership, perception, and the impact of power -- Ch. 9. Situational leadership : training and development -- Ch. 10. situational leader and constructive discipline -- Ch. 11. Building effective relationships -- Ch. 12. Effective communication -- Ch. 13. Leading effective teams -- Ch. 14. Implementing situational leadership : managing people to perform -- Ch. 15. Implementing situational leadership : building commitments -- Ch. 16. Synthesizing management theory : integrating situational leadership with the classics.

The quality of an organization's top leaders is a critical influence on its overall effectiveness and continuing adaptability. Yet, little current research examines leadership within the context of organizational structure, such as how leaders influence organizational performance in those key moments when an executive's action is critical to driving the organization forward. This book represents a significant contribution to the literature of leadership, combining a contextual approach to organizational leadership with an in-depth treatment of the cognitive, social, and affective dynamics underlying that leadership. The Nature of Organizational Leadership, using an interdisciplinary approach that draws from the work of scholars in both management and psychology, provides a much-need organizational perspective on the problems to confronted by top executive leaders and the requisite behaviors, attributes, and outcomes necessary to lead organizations effectively.

Presents an introduction to the field of organizational behavior. This title follows a practical approach that shows the power of organizational behavior theory for understanding one's behavior and the behavior of others in any organization.