Managing Human Behavior in Public ... - SAGE Publications Inc



Managing Human Behavior in Public and Nonprofit Organizations, Fourth EditionRobert B. Denhardt, University of Southern California Janet V. Denhardt, University of Southern California Maria P. Aristigueta, University of DelawareISBN: 9781483359298Pub Date: 9/15/15 Price: $88 Page Count: TBDAvailability DatesSample Chapters Available Online: Ch. 3 & Ch. 12Ancillaries: YesSample Syllabi: NoCourse Cartridge: NoCoursesmart eBook: TBD Interactive E-book: No ANCILLARY GUIDEInstructor Resource SiteA?Microsoft? Word??test bank?is available containing multiple choice, true/false, short answer, and essay questions for each chapter. The test bank provides you with a diverse range of pre-written options as well as the opportunity for editing any question and/or inserting your own personalized questions to effectively assess students’ progress and understanding.A?Respondus electronic test bank?is available and can be used on PCs. The test bank contains multiple choice, true/false, short answer, and essay questions for each chapter and provides you with a diverse range of pre-written options as well as the opportunity for editing any question and/or inserting your own personalized questions to effectively assess students’ progress and understanding. Respondus is also compatible with many popular learning management systems so you can easily get your test questions into your online course.Editable, chapter-specific Microsoft??PowerPoint? slides?offer you complete flexibility in easily creating a multimedia presentation for your course.Lecture notes?aligned with the PowerPoint slides summarize key concepts on a chapter-by-chapter basis to help with preparation for lectures and class discussions.EXCLUSIVE! Access to certain full-text?SAGE journal articles?that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. This feature also provides questions to focus and guide student interpretation. Combine cutting-edge academic journal scholarship with the topics in your course for a robust classroom experience.Carefully selected, web-based?video links?feature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.?Student Study SiteMobile-friendly?web quizzes?allow for independent assessment of progress made in learning course material.Carefully selected,?video links?feature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.EXCLUSIVE! Access to certain full-text?SAGE journal articles?that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. This feature also provides questions to focus and guide your interpretation.?TABLE OF CONTENTS – SIDE BY SIDE COMPARISON Third EditionFourth Edition1. Organizational Behavior as a Way of Thinking and Acting 1The Roots of Organizational Behavior 9Values and Assumptions of Organizational Behavior 14Themes and Purposes of This Book 16 2. Knowing and Managing Yourself 19Where Do We Begin? 21Life Experiences 21Your Lifeline 21Knowing Yourself Exercise 22Ways of Thinking 22Improving Your Sense of Self 24The Power of Vision 26Assessing Yourself 27Ways of Acting 34Thinking in Action 35Increasing Self-Knowledge 35A Vision Statement 36Valuing Diversity 37Cases 37Privatizing the Cafeteria 37Laura’s Employment Dilemma 38Some Career Advice 39Appendix 2.A Reddin’s Personal Values Inventory 40Appendix 2.B Fundamental Interpersonal Relations Orientation (FIRO) Behavior 46Appendix 2.C Locus of Control 51Appendix 2.D Career Orientation Inventory 54Appendix 2.E Emotional Intelligence 583. Fostering Creativity 59Where Do We Begin? 60Ways of Thinking 61Characteristics of Creative Individuals 62Conceptual Skills and Abilities 63Creativity as Behavior 63Creativity as a Process 64An Integrated Perspective on Creativity 64Why Do We Need Creativity in Public Organizations? 65The Creative Process 66Roles in the Creative Process 68Social and Structural Connections 69Impediments to Creativity 70Defining the Problem Incorrectly 70Judging Ideas Too Quickly 71Stopping at the First Acceptable Idea 71Lack of Support 71Hostility to Sharing Knowledge 72Other Ways of Thwarting Creativity 72Fostering Creativity in Organizations 73Challenging Work 73Supportive Supervision 74Organizational and Work Group Culture 75Workload Pressures and Resources 76Positive Emotions 76Fostering Creativity—Putting It All Together 77Techniques for Improving Creativity 77The Idea Box or Matrix Analysis 77Synectics 78Mindmapping 79Design Thinking 81Enhancing Your Personal Creativity 82Ways of Acting 83Thinking in Action 86Mindmapping Exercise 86Using Analogies 86A Creativity Challenge 87Adapting Innovations 88Involving the Community 88 4. Managing Stress 91Where Do We Begin? 93Symptoms of Stress 93Stress Inventory 94Sources of Stress 95Coping With Stress 97Ways of Thinking 97The Consequences and Costs of Stress 100Stress: Good, Bad, and Ugly 101Sources of Stress on the Job 102Interpersonal Relationships 103Role Ambiguity and Conflict 103Workload 104Intrinsic Nature of the Work 104Working Conditions 105Organizational Justice 105Organizational Environment 105Home to Work and Back 106Coping With and Managing Stress 107Lifestyle Adjustments 107Attitude Adjustment 109Social Support 110Emotional Regulation 111Taking Control of Your Time 112Job Redesign 113Other Organizational Factors 114Ways of Acting 115Thinking in Action 117Building Resilience 118Distress at DES 118Life Balance Exercise 119Having Fun at Work 120Developing Your Own Stress Management Program 120Finding Happiness 121 5. Decision Making 123Where Do We Begin? 127Ethical Decision Making 127Generating Alternatives 128The Horse Grooming Case 128Package Delivery: Exercising Moral Imagination 129Identify Options 130Make and Implement a Decision 130Ways of Thinking 130Models of Decision Making 131The Rational Model 132The Organizational Process Model 135The Governmental Politics Model 137Who Should Be Involved? 140Diversity and Decision Making 143What Techniques Are Available to Assist You? 144The Decision-Making Primer 144Focus Groups 145Brainstorming 146Cost-Benefit and Cost-Effectiveness Analysis 147Nominal Group Technique 148Logic Models 148Performance Management 149Evidence-Based Management 151Discretion in Decision Making 151Summary 153Ways of Acting 154Thinking in Action 155A Decision-Making Framework 155New Charter School 156Using the Decision Tree for Levels of Participation 156Using Performance Information for Decision Making 157A Decision Diagnostic 157 6. Motivating Yourself and Others 159Where Do We Begin? 162What Motivates You Now? 163What Will Motivate You in the Future? 164Ways of Thinking 164What Is Motivation? 164Changing Perspectives on Motivation 165Need Theories 166Expectancy Theories 170Goal Theories 171Equity Theories 172Reinforcement, Reward, and Punishment 173Participation as a Motivator 174Motivation and Life Stages 175Public Service Motivation 177Other Motivation Theories 179“Anti-Motivation” Theories 181Ways of Acting 182Thinking in Action 185SOS in DHS: A Problem of Motivation 185Staying Motivated 187Being an Energizer 187The Power of Public Service 188 7. Leadership in Public Organizations 189Where Do We Begin? 191What Makes a Good Leader? 191Your Experience as a Leader 192What Is Your Leadership Style? 193Ways of Thinking 194Traditional Approaches to Leadership 195The Trait Approach 195Leadership Styles 197The Managerial Grid 197Situational Leadership? 199The Contingency Approach 201Path–Goal Theory 202Contemporary Approaches to Leadership 203From Traits, to Skills, to Strategies 203The Transformational Approach 208Transforming Organizations 211Values-Based Leadership 213Leadership: Shared, Positive, and Postmodern 215Leadership and Emotions: The Art of Leadership 217Leadership in Culturally Diverse Organizations 220The Ethics of Leadership 222Leadership in the Public Service 225Leadership in the Policy Process 225Leadership in Public Agencies 227Some Concluding Notes 228Ways of Acting 230Thinking in Action 231Developing a Leadership Autobiography 231A Debate Topic 232Transactional Versus Transformational Leadership 232Assessing Your Leadership Style 233Leadership When No One Is in Charge 234Practicing the Ethics of Leadership 235 8. Power and Organizational Politics 237Where Do We Begin? 238Ways of Thinking 240Early Voices 240Changing Perspectives on Workers and Organizations 243Questioning Power and Authority 243Sources of Power 246Legitimate Power 246Reward Power 247Coercive Power 247Referent Power 248Expert Power 249Recognizing Power and Organizational Politics 249Balancing Power 251Structural Aspects of Power 253Is Power a Positive Force or a Destructive Force? 254Managing Power and Organizational Politics 257Gaining Positive Political Skills 259Empowerment: More Than Delegation 260Power and the Public Service 263Ways of Acting 264Thinking in Action 267Politics and MBO: A Case Study 267Observing Organizational Politics 268It’s Not What You Know; It’s Who You Know? 269Annie’s Dilemma 269Assessing Your Power Potential 270 9. Communicating Effectively With Others 271Where Do We Begin? 276Ways of Thinking 277Improving Interpersonal Communication 278Barriers to Effective Communication 278Supportive Communication 281Speaking 284Persuasive Communication 285Active Listening 287Nonverbal Communication 290Electronic Communication 292Specialized Forms of Communication 293Personal Counseling 293Helping Relationships 295The Power of Dialogue 296Conducting Effective Meetings 297Writing Memos, Reports, and Proposals 299Exploring Diversity and Intercultural Communication 302Learning Cultural Awareness 303Increasing Cultural Competence 304Generational Diversity 307Ways of Acting 309Thinking in Action 311An Exercise in Supportive Communication 311Turmoil in the Community Development Department 312One-Way Communication Versus Two-Way Communication 313A Strange Meeting: A Case Study 314Trends in Electronic Communication 315A Dispersed Workplace: A Case Study 31610. Working in Groups and Teams 317Where Do We Begin? 320Assessing Team Performance 320Getting to Know Your Team 321Assess the Team 321Interview Team Members 321Help the Team Define Its Mission, Values, and Roles 322Communication and Conflict Management 323Analysis and Feedback 323Team Agreements 324Ways of Thinking 325Types of Teams 326Implementing Teams 330Team Effectiveness 331Measuring Team Effectiveness 337Individual Styles and Team Development 339The Forming Stage 340The Conforming Stage 341The Storming Stage 341The Performing Stage 342Team Conflict 343Building a Collaborative Environment 344Ways of Acting 345Thinking in Action 347A Team-Building Exercise 347The Case of Guard Uniforms 347Relocating a State Reformatory School 348A Team Exercise on Gender and Pay 349Emotional Intelligence in Teams 350How Well Does Your Team Deal with Conflict? 35111. Managing Conflict 353Where Do We Begin? 356How Do You Behave During Conflict? 356How Do Relationships Affect Conflict? 357Ways of Thinking 358Theories of Conflict 359Systems Theory 359Attribution Theory 360Social Exchange Theory 361Sources of Conflict 361Diversity and Conflict 363Stages of Conflict 365Strategies for Negotiation and Conflict Management 368Conflict and the Public Sector 372Ways of Acting 374Thinking in Action 375Asking Questions 375Individual Needs 376Budget Surplus Case Study 377Parks and Recreation Case Study 377Bayshore Child Development Center 378Conflict in an Emergency Situation 379When Is Conflict Healthy? 38012. Organizational Change 381Where Do We Begin? 384To Change or Not to Change? 384Your Orientation Toward Change 385Discussing Your Experiences With Change 386Ways of Thinking 386Approaches to Understanding Change 386Classic Approaches 386Organizational Culture 388Open Systems and Organizational Learning 391Large Systems Change 396Approaches to Bringing About Change 398Change Through Management Action or Reorganization 399Change Through Organization Development 402Change Through Appreciative Inquiry 406Change Through Six Sigma 407Change Through the Arts 408The Management of Change 410Steps in Organizational Transformations 410Change and Innovation in Public Organizations 412The Ethics of Managing Change 414A Final Note on Personal Change 418Ways of Acting 419Thinking in Action 421Reasoning Processes in Organizational Change 421Leading Change in Local Government 423An Approach to Leading Change 42713. Representing the Organization “On the Outside” 429Where Do We Begin? 431Networks and Relationships 431Working With the Media 432Ways of Thinking 433The Core Skills of External Relations 433Developing Effective Relations With the Legislature 433Using New Technologies 436Working With the Media 439Making Effective Presentations 443The New Skills of External Relations 445Listening to Citizens, Clients, and “Customers” 446Involving Citizens in the Work of Government 450Collaborating With Others 455Ways of Acting 460Thinking in Action 461Improving Relationships With the Legislature 461Improving Service Quality 461Exploring the World of Networks 462Community Involvement in Changing Priorities 46214. Managing Behavior in the Public Interest 465The New Public Service 466Conclusion 4721. Organizational Behavior as a Way of Thinking and Acting 1 The Roots of Organizational Behavior 8 More Recent Developments 11 Does Good Management Make a Difference? 13 Themes and Purposes of This Book 14 2. Knowing and Managing Yourself 17 Where Do We Begin? 20 Life Experiences 20 Your Lifeline 20 Knowing Yourself Exercise 21 Ways of Thinking 21 Improving Your Sense of Self 23 Ethical Concerns in Measurement of Preferences 34 Ways of Acting 34 Thinking in Action 36 Increasing Self-Knowledge 36 A Vision Statement 36 Valuing Diversity 37 Managing the BP Disaster: A Case Study 37 Privatizing the Cafeteria: A Case Study 38 Laura’s Employment Dilemma: A Case Study 39 Some Career Advice: A Case Study 40 Appendix 2.A: Reddin’s Personal Values Inventory 41 Appendix 2.B: Fundamental Interpersonal Relations Orientation–Behavior (FIRO) 47 Appendix 2.C: Locus of Control 52 Appendix 2.D: Career Orientation Inventory 55 Appendix 2.E: Emotional Intelligence 593. Fostering Creativity and Innovation 61Where Do We Begin? 62Ways of Thinking 63Characteristics of Creative Individuals 63Conceptual Skills and Abilities 64Creativity as Behavior 65Creativity as a Process 65An Integrated Perspective on Creativity 66Why Do We Need Creativity in Public Organizations? 67The Creative Process 67Roles in the Creative Process 69Social and Structural Connections 71Impediments to Creativity 71Fostering Creativity in Organizations 73Techniques for Improving Creativity 77Enhancing Your Personal Creativity 81Ways of Acting 82Thinking in Action 84Mind-Mapping Exercise 84Analyzing Barriers to Innovation 85Using Analogies 85A Creativity Challenge: A Case Study 86Adapting Innovations 86Involving the Community 87 4. Managing Stress 89Where Do We Begin? 91Symptoms of Stress 91Stress Inventory 91Sources of Stress 93Coping With Stress 94Ways of Thinking 95The Consequences and Costs of Stress 97Stress: Good, Bad, and Ugly 99Sources of Stress on the Job 99Individual Factors 100Coping With and Managing Stress 104Ways of Acting 112Thinking in Action 113Building Resilience 114Distress at DES: A Case Study 114Life Balance Exercise 115Having Fun at Work 116Developing Your Own Stress Management Program 116Finding Happiness 116 5. Decision-Making 119Where Do We Begin? 122Implementing Good Decisions 122Ethical Decision-Making 123Generating Alternatives 124The Horse Grooming Case 124Package Delivery: Exercising Moral Imagination 125Ways of Thinking 126Models of Decision-Making 127Who Should Be Involved? 135What Techniques Are Available to Assist You? 136Ways of Acting 144Thinking in Action 145Choosing Your Academic Program 145Decision-Making in Ferguson, Missouri: A Case Study 146New Charter School: A Case Study 146Levels of Participation: A Case Study 146Using Performance Information for Decision-Making 147A Decision-Making Framework 147A Decision Diagnostic 148 6. Motivation and Engagement 149Where Do We Begin? 152What Motivates You Now? 152What Will Motivate You in the Future? 153Ways of Thinking 153What Is Motivation? 153Changing Perspectives on Motivation 154Trust and Engagement 168Ways of Acting 172Thinking in Action 175SOS in DHS—A Problem of Motivation: A Case Study 175Staying Motivated 176Being an Energizer 176The Power of Public Service 177 7. Leadership in Public Organizations 179Where Do We Begin? 181What Makes a Good Leader? 181Your Experience as a Leader 181What Is Your Leadership Style? 181Ways of Thinking 183Traditional Approaches to Leadership 183Contemporary Approaches to Leadership 190Leadership and Emotions 201Leadership in Culturally Diverse Organizations 203The Ethics of Leadership 206Leadership in the Public Service 208Ways of Acting 212Thinking in Action 214Developing a Leadership Autobiography 214A Debate Topic 214Transactional Versus Transformational Leadership 214Assessing Your Leadership Style 215Leadership When No One Is in Charge: A Case Study 216Practicing the Ethics of Leadership 217 8. Power and Organizational Politics 219Where Do We Begin? 220Ways of Thinking 221Early Voices 222Changing Perspectives on Workers and Organizations 224Questioning Power and Authority 224Sources of Power 227Recognizing Power and Organizational Politics 230Balancing Power 231Structural Aspects of Power 233Is Power a Positive Force or a Destructive Force? 234Managing Power and Organizational Politics 237Gaining Positive Political Skills 238Empowerment: More Than Delegation 239Power and the Public Service 241Ways of Acting 242Thinking in Action 245Politics and MBO: A Case Study 245Observing Organizational Politics 246It’s Not What You Know; It’s Who You Know? 246Annie’s Dilemma: A Case Study 247Assessing Your Power Potential 2479. Communicating Effectively With Others 249Where Do We Begin? 253Ways of Thinking 254Improving Interpersonal Communication 255Specialized Forms of Communication 268Exploring Diversity and Intercultural Communication 275Ways of Acting 283Thinking in Action 284An Exercise in Supportive Communication 284Turmoil in the Community Development Department 285One-Way Communication Versus Two-Way Communication 286A Strange Meeting: A Case Study 287Trends in Electronic Communication 287A Dispersed Workplace: A Case Study 28810. Working in Groups and Teams 289Where Do We Begin? 291Assessing Team Performance 291Getting to Know Your Team 292Team Agreements 293Ways of Thinking 294Types of Teams 296Implementing Teams 299Team Effectiveness 300Measuring Team Effectiveness 304Individual Styles and Team Development 307Team Conflict 310Building an Ethical and Collaborative Environment 312Ways of Acting 313Thinking in Action 315A Team-Building Exercise 315The Case of Guard Uniforms: A Case Study 315Relocating a State Reformatory School: A Case Study 316A Team Exercise on Gender and Pay 317Emotional Intelligence in Teams 318How Well Does Your Team Deal With Conflict? 319Team Recommendations on Outsourcing: A Case Study 319The Chilean Mine Disaster: A Case Study 31911. Managing Conflict 321Where Do We Begin? 324How Do You Behave During Conflict? 324How Do Relationships Affect Conflict? 325Making Conflict Constructive 325Ways of Thinking 326Theories of Conflict 327Sources of Conflict 328Stages of Conflict 334Strategies for Negotiation and Conflict Management 337Common Mistakes in Negotiation 340Ethics and Negotiations 341Situations and Conflict Management Strategies 341Conflict and the Public Sector 342Ways of Acting 344Thinking in Action 345Asking Questions 345Individual Needs 346Parks and Recreation: A Case Study 346Budget Surplus: A Case Study 347Bayshore Child Development Center: A Case Study 347Conflict in an Emergency Situation: A Case Study 348Misinforming Contractors: A Case Study 349When Is Conflict Healthy? 34912. Organizational Change 351Where Do We Begin? 354To Change or Not to Change? 354Your Orientation Toward Change 354Discussing Your Experiences With Change 355Ways of Thinking 356Approaches to Understanding Change 356Approaches to Bringing About Change 366The Management of Change 376The Ethics of Managing Change 380A Final Note on Personal Change 384Ways of Acting 384Thinking in Action 386Reasoning Processes in Organizational Change 386Rethinking Change: Leadership and Meaning 387Fremont, California: A Case Study 388Maricopa County, Arizona: A Case Study 390Leading Change in Local Government 392An Approach to Leading Change: A Case Study 39213. Representing the Organization “On the Outside” 395Where Do We Begin? 397Networks and Relationships 397Working With the Media 397Ways of Thinking 399The Core Skills of External Relations 399The New Skills of External Relations 409Ways of Acting 420Thinking in Action 421Improving Relationships With the Legislature 421Improving Service Quality 421Exploring the World of Networks 422Community Involvement in Changing Priorities: A Case Study 42214. Managing Behavior in the Public Interest 425The New Public Service 426Conclusion 431* What’s New-bold these *What’s moved location (then put in parenthesis what chapter it originated in, in the prior edition)*What’s removedCHAPTER 1: New material on applications of OB and on recent developoments in the field, including positive OB, strengths approach, and brain science.CHAPTER 2: New material on emotional intelligence. Major new case study introducing chapter.New case on BP oil spill CHAPTER 3: New material on creativity and innovation, emotional intelligence and creativity, and eliminating barriers to creativity.CHAPTER 4: New material on positive OB take on stres and relatinship between personal life and work stress. CHAPTER 5: New material on cultural divesity and decisions. New case on Fergusoin, MO.CHAPTER 6: Major new material on engagement, as well as material distinguishing satisfaction, motivation, and engagement.CHAPTER 7: New defiition of leadership and its implications. Added new material on collaborative leadership.CHAPTER 8: Added significant material and new exercise on "New Power."Updated classic material from Pffefer to include his latest work.CHAPTER 9: Added new material on communciation issues associated with greater diversity in the workplace.CHAPTER 10: New cases on Chilean mine disaster and food inspection outsourcing. CHAPTER 11: Added section of types and levels of conflict. New material on conflcit and sdiversity, especially generational. New sectiion of ethics and negotiations and conflict management strategies. One new case. CHAPTER 12: Added new caseese based on Bryant interview.CHAPTER 13: New material on social media.CHAPTER 14: Short concluding chpater. Minor changesIf you have any questions, your sales representative is happy to help. You can utilize our Rep Locator to quickly find the contact information for your sales representative. ................
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