具体描述
探索未至之境：非“管理系列”图书推荐 您正在寻找一本与您的“管理系列”图书内容完全不重叠的阅读材料。鉴于“管理系列”通常涵盖组织行为、战略规划、领导力、项目执行、人力资源等领域，我将为您精心挑选一系列跨越不同学科、视角和主题的作品，确保它们能提供全新的知识疆域和思维体验。 以下推荐将聚焦于以下几个与传统管理学显著区隔的领域：深度历史叙事、前沿科学探索、人文哲学思辨、纯粹艺术鉴赏，以及创新性的叙事文学。 --- 一、 历史的深层脉络：探寻文明的基石与变迁 推荐书目示例：《罗马帝国的衰亡与陷落》（爱德华·吉本 著） 简介： 这部巨著并非关于现代企业的组织架构或人员激励，而是对一个横跨千年、统治地中海世界的庞大帝国兴衰的史诗性记录与深刻剖析。吉本的叙事从奥古斯都时代的鼎盛，追溯至君士坦丁堡的陷落，其关注的核心是文明的内在结构、宗教的演变、军事力量的局限性，以及道德风尚对国家命运的决定性影响。 它探讨的“管理”是关于疆域的统治、法律的制定与执行、不同种族和信仰的整合。重点在于宏观历史动力学，而非微观组织效率。读者将沉浸于对权力腐蚀、文化同化与蛮族冲击的复杂分析中，理解人类社会组织在时间长河中的脆弱性与周期性。书中详尽描绘的社会阶层、财政困境、法律体系的僵化，与当代商业管理中的“敏捷性”和“扁平化”概念形成鲜明对比，提供了历史的警示，而非实用的操作手册。您不会找到任何关于KPI设定或SWOT分析的章节，取而代之的是对“理性之光”与“信仰之暗”的深刻辩论。 --- 二、 科学的前沿疆域：理解宇宙与生命的终极奥秘 推荐书目示例：《时间简史》（史蒂芬·霍金 著） 简介： 本书带领读者进入物理学的最深处，探讨宇宙的起源、黑洞的本质、时空的结构以及我们对这一切的理解如何随着科学进步而演变。这本书完全聚焦于自然界的客观规律，要求读者运用抽象的数学和物理概念来构建世界模型。 它关注的“系统”是宇宙本身，其“变量”是光速、引力常数和量子涨落。这与管理学中关注的“人”和“市场”截然不同。书中涉及的概念，如四维时空、奇点、不确定性原理，提供的是一种关于存在和无限的哲学沉思，而非关于如何优化供应链的实用指南。它教会读者的是谦卑——面对我们知识的局限性，以及对自然规律的敬畏。对于习惯了可控变量和短期目标的管理者而言，这种对永恒问题的探索，是思维上的彻底放空与重塑。 --- 三、 人文哲学思辨：探究意识、自由与意义的构建 推荐书目示例：《存在与虚无》（让-保罗·萨特 著） 简介： 萨特的这部现象学巨著是关于人类意识、自由意志与责任的深度哲学论证。它毫不留情地挑战了预设的本质、既定的角色和逃避自由的倾向。核心论点在于“存在先于本质”，强调个体必须通过选择来定义自己，并承担由此产生的“焦虑”。 这本书的阅读体验是内在的、高度个人化的主体经验探索。它不提供任何外部结构化的解决方案，而是要求读者直面“他人之视线”带来的客体化，以及在“无意义的宇宙”中为自己创造价值的重压。管理学试图建立清晰的层级和明确的目标，而萨特则宣告了所有既定目标的虚无性，将焦点完全转向了意识的自我投射。理解这本书，是理解人类自我构建的根本困境，与任何组织效能的提升都无直接关联。 --- 四、 纯粹的艺术与感官体验：超越逻辑的审美疆界 推荐书目示例：《论色彩的绘画》（约翰内斯·伊顿 著） 简介： 伊顿的著作是色彩理论的经典，它深入探讨了色彩的物理属性、心理感受以及其在艺术创作中的象征意义。这本书完全建立在视觉和情感的维度之上，而非商业逻辑或行政效率。它细致入微地分析了冷暖色调、饱和度、明度如何激发观众的特定情绪反应。 读者将学习如何“阅读”一幅画作的色彩语言，理解莫奈的光影捕捉与梵高的情感表达如何通过调色板实现。这是一种对感官体验的系统性解构，与管理学中对数据和流程的理性分析形成了鲜明的对立面。它训练的是读者的审美敏感度，而非决策的准确性。通过对色彩的深入研究，读者可以暂时抽离于商业世界的功利性考量，进入一个完全由视觉和情感主导的领域。 --- 五、 叙事文学的颠覆：探索人类经验的边缘地带 推荐书目示例：《百年孤独》（加布里埃尔·加西亚·马尔克斯 著） 简介： 这部魔幻现实主义的杰作，讲述了布恩迪亚家族七代人跨越百年的兴衰史诗。其叙事手法充满了奇迹、预言、循环往复的宿命感以及强烈的地域色彩。故事的核心是对时间、记忆、孤独和爱的一种非线性、近乎神话的表达。 与管理书籍侧重于“可复制的成功模型”不同，《百年孤独》展示的是不可避免的失败与循环。家族成员的名字不断重复，事件不断重演，暗示着人类在面对时间和命运时的无力感。书中描绘的社会背景是拉丁美洲的特定历史与民间传说交织，其逻辑严密性服从于文学想象力而非现实管理原则。阅读它，是体验一种宏大而宿命的叙事张力，它丰富的是读者的共情能力和对复杂人性的理解，而不是如何制定一个五年战略计划。书中没有提供任何可供借鉴的组织优化方案，只有对生命徒劳与美丽的深刻洞察。
作者简介
目录信息
BRIEFCONTENTS
CHAPTER l Introduction to Organizational Behavior
PART l: INDlVlDUAL PROCESSES
CHAPTER 2 Personality and Attitudes
CHAPTER 3 Perception and Attribution
CHAPTER 4 Learning and Reinforcement
CHAPTER 5 Motivation in the Work Setting
CHAPTER 6 Motivating Performance: Goal Setting and Reward Systems
CHAPTER 7 WorkStress
CHAPTER ll: GROUPAND iNTERPERSONAL PROCESSES
CHAPTER 8 Group and Team Behavior
CHAPTER 9 Power and Political Behavior
CHAPTER10 Leadership: Foundations
CHAPTER l l Leadership: Contemporary Developments
CHAPTER l 2 Conflict and Negotiation
CHAPTER l 3 interpersonal Communication
PART lll: ORGANlZATlONAL PROCESSES
CHAPTER14 Decision Making in Organizations
CHAPTER l 5 Job Design
CHAPTER16 Organization Design
CHAPTER 17 Organizational Culture
CHAPTER18 Organizational Change
Appendix: Tools and Techniques for Studying Organizational Behavior
Integrating Cases
Author Index
Subject and Organizational Index
Internet Organization Index
CHAPTER l Introduction to Organizational Behavior
PREVlEW CASE: Andrea Cunningham
The Many Aspects of Diversity
DlVERSlTY IN PRACTlCE: Ceneral Eleclri's Boundaryless Behavior
ACROSS CULTURES: Avon's Clobal Dwersity
Additional Organizational issues
QUALlTY iN PRACTlCE: Ritz.-Carlton Hotel Company
TECHNOLOGY IN PRACTlCE: Banc One's Special Inlranel
ETHlCS IN PRACTlCE: Cummins Clobal Elhics
Core Competencies and Their Corresponding Skills
MANAGlNG IN PRACTlCE: Ford's CompetencyBased Recruitment Program
Organizational Behavior Framework
Developing Competencies
Self-lnsight: Attitudes Toward Diversity
Organizational Insight: Executive Dining?
PART l: INDlVlDUAL PROCESSES
CHAPTER 2 Personality and Attitudes
PREVlEW CASE: individual Differences m Reactions
Concept of Personality
Sources of Personality Differences
DlVERSlTY IN PRACTlCE: Cenerational Tension in the Office
Personality Structure
Personality and Behavior
MANAGlNG IN PRACTlCE: Personality and Teams at Heu'lett-Packard
Concept of Attitudes
Attitudes and Behavior
lob Satisfaction
ACROSS CULTURES: A Comparison oflapanese and U. S. Work Atlitudes
Organizational Commitment
QUALlTY IN PRACTlCE: Building Commitment at Merck
Individual Differences and Ethical Behavior
ETHICS IN PRACTICE: Who's Your Phone Company-I Don't Care
Developing Competencies
Self-Insight: Assessing the Big Five
Organizational Insight: Earning Loyalty at A. C. Edwards
CHAPTER 3 Perception and Attribution
PREVIEW CASE: The fob Training Opportunity
The Perceptual Process
ACROSS CULTURES: British Budweise Ads Rankle American Indians
Perpetual Selection
ACROSS CULTURES: Time Perception
Perceptual Organization
MANAGING IN PRACTICE: Office Design, Layout and Deco -What Do They Tell
You?
Person Perception
Perceptual Errors
Managing in Practice .
DIVERSITY IN PRACTICE: Workplace Stereotype
Attributions: Perceiving the Causes of Behavior
MANAGING IN PRACTICE: Searchingfo Cause of lob Applicant Behavio
Developing Competencies
Self-lnsight: Measuring Perceptions ofWomen as Managers
Organizational Insight: Fudge the Numbers or Leave
CHAPTER 4 Learning and Reinforcement
PREVIEW CASE: Viking Freight
Types of Learning
MANAGING IN PRACTICE: Empowerment-The Saturn Way
ACROSS CULTURES: PepsiCo's Designate Proyam
Contingencies of Reinforcement
Positive Reinforcement
QUALITY IN PRACTICE: Prudential Makes Wellness Work
DIVERSITY IN PRACTICE: Seattle Times
MANAGING IN PRACTICE: Discipline Without Punishment
Schedules ofReinforcement
ETHICS IN PRACTICE: Working at Sear
Rehavioral Modification
Developing Competencies
Self-lnsight: What's Your Self-Efficacy?
Organizational Insight: This is Going to Cost Me My lob
CHAPTER 5 Motivation in the Work Setting
PREVlEW CASE: High-Performance Managemenl at UPS
The Basic Motivational Process
Content Models ofMotivation
ACROSS CULTURES: Motivating Czech Employees
DlVERSlTY IN PRACTlCE: Petty's Diversity Proyam
MANAGlNG IN PRACTlCE: Mirage Hotel Bets and Win
Process Models of Motivation
QUALlTY IN PRACTlCE: Working at Home Depoi
ETHlCS IN PRACTlCE: To Steal o Not: That' the Question
Developing Competencies
Self-lnsight: What Do You Want From Your lob?
Organizational Insight: Working at Nordstrom
CHAPTER 6 Motivating Performance: Goal Setting and Reward Systems
PREVlEW CASE: Papa lohn's Pizza
Fundamentals ofGoal Setting
QUALlTY iN PRACTlCE: Service at the Ritz-Carlton Hotel
Goal Setting and Performance
MANAGlNG iN PRACTlCE: Steve Forbe
Management by Objectives
ETHlCS IN PRACTlCE: Misread Pap Tesls
DlVERSlTY IN PRACTlCE: Beyond Good Faith
Reward Systems for Enhancing Performance
MANAGlNG IN PRACTlCE: Tying Pay to Performance-A Mixed Bag
ACROSS CUlTURES: Ceneral Electri Appliance
Developing Competencies
Self-lnsight: Goal-Setting Questionnaire
Organizational Insight: Ceneral Stair Corporation
CHAPTER 7 Work Stress
PREVlEW CASE: So Much to Do, So Little Time l 98
Nature ofStress
Sources ofStress
ACROSS CULTURES: Siesia Sunsel
ETHlCS IN PRACTlCE: Sexual Harassment Charges at Mitsubishi
DlVERSlTY IN PRACTlCE: The Complex Dance of the Dual-Caree Coufile
Effects of Stress
MANAGlNG IN PRACTlCE: "lust Enough but Not Too Much"
DlVERSlTY IN PRACTlCE: The "New-Collar" Workers
Personality and Stress
Stress Management
QUALlTY IN PRACTlCE: Tenneco's Wellness Progmm
Developing Competencies
Self-lnsight: Strategies for Copingwith Stress
Organizational insight: Stress Management at Metropolitan Hospital
PART ll: GROUPAND iNTERPERSONAL PROCESSES
CHAPTER 8 Group and Team Behavior
PREVlEW CASE: Macy's New Team System
individual-Team Relations
MANAGlNG iN PRACTlCE: individual and Team Pay
Varieties ofTeams and Groups
QUALlTY iN PRACTlCE: HoneyweWs Self-Managed Team
Influences on Teams and Croups
TECHNOLOGY IN PRACTlCE: Surfacing Options
DlVERSlTY IN PRACTlCE: Standard Molor Products Reduces Barriers
ETHlCS IN PRACTlCE: Texas Instrument's Ethics ofDiversity
Team Decision Making
ACROSS CULTURES: General Motors Work Teams in Mexico
Stimulating Team Creativity
TECHNOLOGY IN PRACTlCE: Brainstorming al North American Life and
Casualty
Developing Competencies
Team Insight: Assessing Team Diversity
Organizational Insight: Great Majestic Company
CHAPTER 9 Power and Political Behavior
PREVlEW CASE: Craziano's Last Stand
Power
MANAGlNG IN PRACTlCE: The King is Dead
Interpersonal Sources of Power
Structural Sources of Power 276
ACROSS CULTURES: Power m Chinese and British Organiiations
MANAGlNG IN PRACTlCE: Using Networks to Build Supporl
DlVERSlTY IN PRACTlCE: Bilmgual Employees Acquire Power
The Effective Llse of Power
Political Behavior
QUAllTY IN PRACTlCE: The Politics of Innovation
ETHlCS IN PRACTlCE: The Politics of Emplovee Appraisal
Personality and Political Behavior
Developing Competencies
Team Insight: How Much Power Do You Have in Your Croup?
Organizational Insight: The NASA Moonlander Monitor
CHAPTER l 0 Leadership: Foundations
PREVlEW CASE: Stirring It Up at Campbell Soup
Keys to Effective Leadership
ACROSS CULTURES: Crooming Global Leaders,
Traditional Leadership Models
MANAGlNG IN PRACTlCE: A Tale ofTwo Leaders
Contingency Models
ACROSS CULTURES: Ricardo Semler
ETHlCS IN PRACTlCE: William Agee
QUALlTY IN PRACTlCE: Bemard Walsh
DlVERSlTY IN PRACTlCE: Brooke McCurdy
Developing Competencies
Self-lnsight: What's Your Leadership Style?
Organizational Insight: Herb Kelleher Is No Ordinary Leader at Southwest
Airlines
CHAPTER l l Leadership: Contemporary Developments
PREVlEW CASE: Orit Gadiesh
The Attribution Model
ETHlCS IN PRACTlCE: You Make the Decision
Visionary Leaders
ACROSS CULTURES: Lars Kolind
QUALlTY IN PRACTlCE: Richard Rosenberg
DlVERSlTY IN PRACTlCE: Emily Morgan
The Seven Habits of Highly Effective People
MANAGING IN PRACTICE: Ofelia Gonzales
Does Leadership Matter?
Developing Competencies
Self-lnsight: Are You a Tranformational Leader?
Organizational Insight: Malden Mills
CHOTER 12 Conflict and Negotiation
PREVIEW CASE: Charlie Olcott
Conflict Management
QUALITY IN PRACTICE: Motorola's Dilemma with Retailers
Levels of Conflict
TECHNOLOGY IN PRACTICE: David Kessler at the FDA
DIVERSITY IN PRACTICE: Women and Men in the Workplace
Conflict Handling Styles
ETHICS IN PRACTICE: Whistle-Blowers As Object of the Forcing Style
Negotiation in Conflict Management
MANAGING IN PRACTICE: Umon-Management Negotiations
ACROSS CULTURES: Business Negotiation in Mexico
Developing Competencies
Self-Insight: Conflict Hanaimg styies
Organizational Insight: The Reluctant Loan Officer
CHAPTER 13 Interpersonal Communication
PREVIEW CASE: New Employee Encounters
Essentials oflnterpersonal Communication
DIVERSITY IN PRACTICE: Communicating Biase
ACROSS CULTURES: Business Communication with Arabs
Interpersonat Networks
TECHNOLOGY IN PRACTICE: SM's Video Conferencing
Fostering Dialogue
ETHICS IN PRACTICE: Individual Privacy Versus Openness
QUALITY IN PRACTICE: Pilhbury's Special Listening System
Nonverbal Communication
Developing Competendes
Self-Insight: Individual Communication Practices
Organizational Insight: The Irate Customer
PART lll: ORGANlZATlONAL PROCESSES
CHAPTER14 Decision Making in Organizations
PREVlEWCASE:Decisions!?!
Key Ethical Issues
DlVERSlTY IN PRACTlCE: Controversy Over Donnelley's Initiatives
ETHlCS IN PRACTlCE: Consult the PsYcholoyst?
Decision-Making Models
TECHNOLOGY IN PRACTlCE: HR Technologf at McCormick & Company
ACROSS CULTURES: Political Model in French Organizations
Phases of Managerial Dedsion Making
Stimulating Creativity
QUALlTY IN PRACTlCE: Creativity at Hallmark
Developing Competencies
Self-lnsight: Individual Ethics Profile
Team Insight: Olson Medical Systems
CHAPTERl5 JobDesign
PREVlEW CASE: Pillars ofJob Design at the Fed
Introduction to Job Design
TECHNOLOGY IN PRACTlCE: U. S. Postal Service Pursues High Tech
Common Job Design Approaches
MANAGlNG IN PRACTlCE: Makmg Godfather's Pizza
DlVERSlTY IN PRACTlCE: The Brian Capshaw Story
Technology and lob Design
QUALlTY IN PRACTlCE: Metz Baking Company
Job Characteristics Enrichment Model
ETHlCS IN PRACTlCE: GM's New Ethics Policy
Sociotechnical Systems Model
ACROSS CULTURES: Volvo's Uddevalla Versus NUMMi
Developing Competendes
Team Insight: lob ofService Representative
Organizational Insight: McGuire Industry
CHAPTER16 Organization Design
PREVlEW CASE: Corning, Inc.
Key Factors in Organization Design
TECHNOLOGY IN PRACTlCE: US West
QUALlTY IN PRACTlCE: Ford Reengineers Its Accounts Payable Process 5
Mechanistic and Organic Systems
ETHlCS IN PRACTlCE: Whistle-Blowing al Darling Internalional
Functional Design
Place Design
Product Design
MANAGlNG IN PRACTlCE: lohnson & lohnson's Multidivisional Design
Integration of Units
Multinational Design
ACROSS CULTURES: Black & Decker's Worldwide Design
Network Design
MANAGlNG IN PRACTlCE: Eastman Chemical's Network Design
ACROSS CULTURES: Procter & Gamble's New Network Design
Developing Competencies
Self-lnsight: Inventory of Effective Design
Organizational Insight: Asea-Brown-Boveri
CHAPTER l 7 Organizational Culture
PREVlEW CASE: "The Firm"
Types ofOrganizational Culture
Dynamics of Organizational Culture
ACROSS CULTURES: National Cultural Values and Organizatwns
Performance and Organizational Culture
QUALlTY IN PRACTlCE: Gilletle's Total Quality Culture
Ethical Behavior and Organizational Culture
ETHlCS IN PRACTlCE: Bath Iron Wroks Enforces Ethics
Managing Cultural Diversity
DlVERSlTY IN PRACTlCE: Diversity at Marriott International
Organizational Socialization
MANAGlNG IN PRACTlCE: Herb Kelleher and Southwest Airlines
Developing Competencies
Self-lnsight: Assessing Ethical Culture
Organizational Insight: Cultural Change at Texaco
CHPTER l 8 Organizational Change
PREVlEW CASE: A Grim Fairy Tale
The Challenge of Change
ACROSS CULTURES: 12.OOO World Managers View Change
QUALlTY IN PRACTlCE: The Chairman's Rice Pudding
Resistance to Change
MANAGlNG IN PRACTlCE: Resistance to Change at faguar
Organization Development
Change Management
ECHNOLOGY IN PRACTlCE: The Technology Challenge
MANAGlNG IN PRACTlCE: Dumbsizing
Ethical Issues in Organizational Change
ETHlCS IN PRACTlCE: LayoffEthics
Developing Competencies
Self-lnsight: Measuring Support for Change
Organizational Insight: Planned Change at the Piedmont Corporation
APPENDIx Tools and Techniques for Studying Organizational Behavior
Integrating Cases
Author Index
Subject and Organizational Index
Internet Organization Index
· · · · · · (收起)
CHAPTER l Introduction to Organizational Behavior
PART l: INDlVlDUAL PROCESSES
CHAPTER 2 Personality and Attitudes
CHAPTER 3 Perception and Attribution
CHAPTER 4 Learning and Reinforcement
CHAPTER 5 Motivation in the Work Setting
CHAPTER 6 Motivating Performance: Goal Setting and Reward Systems
CHAPTER 7 WorkStress
CHAPTER ll: GROUPAND iNTERPERSONAL PROCESSES
CHAPTER 8 Group and Team Behavior
CHAPTER 9 Power and Political Behavior
CHAPTER10 Leadership: Foundations
CHAPTER l l Leadership: Contemporary Developments
CHAPTER l 2 Conflict and Negotiation
CHAPTER l 3 interpersonal Communication
PART lll: ORGANlZATlONAL PROCESSES
CHAPTER14 Decision Making in Organizations
CHAPTER l 5 Job Design
CHAPTER16 Organization Design
CHAPTER 17 Organizational Culture
CHAPTER18 Organizational Change
Appendix: Tools and Techniques for Studying Organizational Behavior
Integrating Cases
Author Index
Subject and Organizational Index
Internet Organization Index
CHAPTER l Introduction to Organizational Behavior
PREVlEW CASE: Andrea Cunningham
The Many Aspects of Diversity
DlVERSlTY IN PRACTlCE: Ceneral Eleclri's Boundaryless Behavior
ACROSS CULTURES: Avon's Clobal Dwersity
Additional Organizational issues
QUALlTY iN PRACTlCE: Ritz.-Carlton Hotel Company
TECHNOLOGY IN PRACTlCE: Banc One's Special Inlranel
ETHlCS IN PRACTlCE: Cummins Clobal Elhics
Core Competencies and Their Corresponding Skills
MANAGlNG IN PRACTlCE: Ford's CompetencyBased Recruitment Program
Organizational Behavior Framework
Developing Competencies
Self-lnsight: Attitudes Toward Diversity
Organizational Insight: Executive Dining?
PART l: INDlVlDUAL PROCESSES
CHAPTER 2 Personality and Attitudes
PREVlEW CASE: individual Differences m Reactions
Concept of Personality
Sources of Personality Differences
DlVERSlTY IN PRACTlCE: Cenerational Tension in the Office
Personality Structure
Personality and Behavior
MANAGlNG IN PRACTlCE: Personality and Teams at Heu'lett-Packard
Concept of Attitudes
Attitudes and Behavior
lob Satisfaction
ACROSS CULTURES: A Comparison oflapanese and U. S. Work Atlitudes
Organizational Commitment
QUALlTY IN PRACTlCE: Building Commitment at Merck
Individual Differences and Ethical Behavior
ETHICS IN PRACTICE: Who's Your Phone Company-I Don't Care
Developing Competencies
Self-Insight: Assessing the Big Five
Organizational Insight: Earning Loyalty at A. C. Edwards
CHAPTER 3 Perception and Attribution
PREVIEW CASE: The fob Training Opportunity
The Perceptual Process
ACROSS CULTURES: British Budweise Ads Rankle American Indians
Perpetual Selection
ACROSS CULTURES: Time Perception
Perceptual Organization
MANAGING IN PRACTICE: Office Design, Layout and Deco -What Do They Tell
You?
Person Perception
Perceptual Errors
Managing in Practice .
DIVERSITY IN PRACTICE: Workplace Stereotype
Attributions: Perceiving the Causes of Behavior
MANAGING IN PRACTICE: Searchingfo Cause of lob Applicant Behavio
Developing Competencies
Self-lnsight: Measuring Perceptions ofWomen as Managers
Organizational Insight: Fudge the Numbers or Leave
CHAPTER 4 Learning and Reinforcement
PREVIEW CASE: Viking Freight
Types of Learning
MANAGING IN PRACTICE: Empowerment-The Saturn Way
ACROSS CULTURES: PepsiCo's Designate Proyam
Contingencies of Reinforcement
Positive Reinforcement
QUALITY IN PRACTICE: Prudential Makes Wellness Work
DIVERSITY IN PRACTICE: Seattle Times
MANAGING IN PRACTICE: Discipline Without Punishment
Schedules ofReinforcement
ETHICS IN PRACTICE: Working at Sear
Rehavioral Modification
Developing Competencies
Self-lnsight: What's Your Self-Efficacy?
Organizational Insight: This is Going to Cost Me My lob
CHAPTER 5 Motivation in the Work Setting
PREVlEW CASE: High-Performance Managemenl at UPS
The Basic Motivational Process
Content Models ofMotivation
ACROSS CULTURES: Motivating Czech Employees
DlVERSlTY IN PRACTlCE: Petty's Diversity Proyam
MANAGlNG IN PRACTlCE: Mirage Hotel Bets and Win
Process Models of Motivation
QUALlTY IN PRACTlCE: Working at Home Depoi
ETHlCS IN PRACTlCE: To Steal o Not: That' the Question
Developing Competencies
Self-lnsight: What Do You Want From Your lob?
Organizational Insight: Working at Nordstrom
CHAPTER 6 Motivating Performance: Goal Setting and Reward Systems
PREVlEW CASE: Papa lohn's Pizza
Fundamentals ofGoal Setting
QUALlTY iN PRACTlCE: Service at the Ritz-Carlton Hotel
Goal Setting and Performance
MANAGlNG iN PRACTlCE: Steve Forbe
Management by Objectives
ETHlCS IN PRACTlCE: Misread Pap Tesls
DlVERSlTY IN PRACTlCE: Beyond Good Faith
Reward Systems for Enhancing Performance
MANAGlNG IN PRACTlCE: Tying Pay to Performance-A Mixed Bag
ACROSS CUlTURES: Ceneral Electri Appliance
Developing Competencies
Self-lnsight: Goal-Setting Questionnaire
Organizational Insight: Ceneral Stair Corporation
CHAPTER 7 Work Stress
PREVlEW CASE: So Much to Do, So Little Time l 98
Nature ofStress
Sources ofStress
ACROSS CULTURES: Siesia Sunsel
ETHlCS IN PRACTlCE: Sexual Harassment Charges at Mitsubishi
DlVERSlTY IN PRACTlCE: The Complex Dance of the Dual-Caree Coufile
Effects of Stress
MANAGlNG IN PRACTlCE: "lust Enough but Not Too Much"
DlVERSlTY IN PRACTlCE: The "New-Collar" Workers
Personality and Stress
Stress Management
QUALlTY IN PRACTlCE: Tenneco's Wellness Progmm
Developing Competencies
Self-lnsight: Strategies for Copingwith Stress
Organizational insight: Stress Management at Metropolitan Hospital
PART ll: GROUPAND iNTERPERSONAL PROCESSES
CHAPTER 8 Group and Team Behavior
PREVlEW CASE: Macy's New Team System
individual-Team Relations
MANAGlNG iN PRACTlCE: individual and Team Pay
Varieties ofTeams and Groups
QUALlTY iN PRACTlCE: HoneyweWs Self-Managed Team
Influences on Teams and Croups
TECHNOLOGY IN PRACTlCE: Surfacing Options
DlVERSlTY IN PRACTlCE: Standard Molor Products Reduces Barriers
ETHlCS IN PRACTlCE: Texas Instrument's Ethics ofDiversity
Team Decision Making
ACROSS CULTURES: General Motors Work Teams in Mexico
Stimulating Team Creativity
TECHNOLOGY IN PRACTlCE: Brainstorming al North American Life and
Casualty
Developing Competencies
Team Insight: Assessing Team Diversity
Organizational Insight: Great Majestic Company
CHAPTER 9 Power and Political Behavior
PREVlEW CASE: Craziano's Last Stand
Power
MANAGlNG IN PRACTlCE: The King is Dead
Interpersonal Sources of Power
Structural Sources of Power 276
ACROSS CULTURES: Power m Chinese and British Organiiations
MANAGlNG IN PRACTlCE: Using Networks to Build Supporl
DlVERSlTY IN PRACTlCE: Bilmgual Employees Acquire Power
The Effective Llse of Power
Political Behavior
QUAllTY IN PRACTlCE: The Politics of Innovation
ETHlCS IN PRACTlCE: The Politics of Emplovee Appraisal
Personality and Political Behavior
Developing Competencies
Team Insight: How Much Power Do You Have in Your Croup?
Organizational Insight: The NASA Moonlander Monitor
CHAPTER l 0 Leadership: Foundations
PREVlEW CASE: Stirring It Up at Campbell Soup
Keys to Effective Leadership
ACROSS CULTURES: Crooming Global Leaders,
Traditional Leadership Models
MANAGlNG IN PRACTlCE: A Tale ofTwo Leaders
Contingency Models
ACROSS CULTURES: Ricardo Semler
ETHlCS IN PRACTlCE: William Agee
QUALlTY IN PRACTlCE: Bemard Walsh
DlVERSlTY IN PRACTlCE: Brooke McCurdy
Developing Competencies
Self-lnsight: What's Your Leadership Style?
Organizational Insight: Herb Kelleher Is No Ordinary Leader at Southwest
Airlines
CHAPTER l l Leadership: Contemporary Developments
PREVlEW CASE: Orit Gadiesh
The Attribution Model
ETHlCS IN PRACTlCE: You Make the Decision
Visionary Leaders
ACROSS CULTURES: Lars Kolind
QUALlTY IN PRACTlCE: Richard Rosenberg
DlVERSlTY IN PRACTlCE: Emily Morgan
The Seven Habits of Highly Effective People
MANAGING IN PRACTICE: Ofelia Gonzales
Does Leadership Matter?
Developing Competencies
Self-lnsight: Are You a Tranformational Leader?
Organizational Insight: Malden Mills
CHOTER 12 Conflict and Negotiation
PREVIEW CASE: Charlie Olcott
Conflict Management
QUALITY IN PRACTICE: Motorola's Dilemma with Retailers
Levels of Conflict
TECHNOLOGY IN PRACTICE: David Kessler at the FDA
DIVERSITY IN PRACTICE: Women and Men in the Workplace
Conflict Handling Styles
ETHICS IN PRACTICE: Whistle-Blowers As Object of the Forcing Style
Negotiation in Conflict Management
MANAGING IN PRACTICE: Umon-Management Negotiations
ACROSS CULTURES: Business Negotiation in Mexico
Developing Competencies
Self-Insight: Conflict Hanaimg styies
Organizational Insight: The Reluctant Loan Officer
CHAPTER 13 Interpersonal Communication
PREVIEW CASE: New Employee Encounters
Essentials oflnterpersonal Communication
DIVERSITY IN PRACTICE: Communicating Biase
ACROSS CULTURES: Business Communication with Arabs
Interpersonat Networks
TECHNOLOGY IN PRACTICE: SM's Video Conferencing
Fostering Dialogue
ETHICS IN PRACTICE: Individual Privacy Versus Openness
QUALITY IN PRACTICE: Pilhbury's Special Listening System
Nonverbal Communication
Developing Competendes
Self-Insight: Individual Communication Practices
Organizational Insight: The Irate Customer
PART lll: ORGANlZATlONAL PROCESSES
CHAPTER14 Decision Making in Organizations
PREVlEWCASE:Decisions!?!
Key Ethical Issues
DlVERSlTY IN PRACTlCE: Controversy Over Donnelley's Initiatives
ETHlCS IN PRACTlCE: Consult the PsYcholoyst?
Decision-Making Models
TECHNOLOGY IN PRACTlCE: HR Technologf at McCormick & Company
ACROSS CULTURES: Political Model in French Organizations
Phases of Managerial Dedsion Making
Stimulating Creativity
QUALlTY IN PRACTlCE: Creativity at Hallmark
Developing Competencies
Self-lnsight: Individual Ethics Profile
Team Insight: Olson Medical Systems
CHAPTERl5 JobDesign
PREVlEW CASE: Pillars ofJob Design at the Fed
Introduction to Job Design
TECHNOLOGY IN PRACTlCE: U. S. Postal Service Pursues High Tech
Common Job Design Approaches
MANAGlNG IN PRACTlCE: Makmg Godfather's Pizza
DlVERSlTY IN PRACTlCE: The Brian Capshaw Story
Technology and lob Design
QUALlTY IN PRACTlCE: Metz Baking Company
Job Characteristics Enrichment Model
ETHlCS IN PRACTlCE: GM's New Ethics Policy
Sociotechnical Systems Model
ACROSS CULTURES: Volvo's Uddevalla Versus NUMMi
Developing Competendes
Team Insight: lob ofService Representative
Organizational Insight: McGuire Industry
CHAPTER16 Organization Design
PREVlEW CASE: Corning, Inc.
Key Factors in Organization Design
TECHNOLOGY IN PRACTlCE: US West
QUALlTY IN PRACTlCE: Ford Reengineers Its Accounts Payable Process 5
Mechanistic and Organic Systems
ETHlCS IN PRACTlCE: Whistle-Blowing al Darling Internalional
Functional Design
Place Design
Product Design
MANAGlNG IN PRACTlCE: lohnson & lohnson's Multidivisional Design
Integration of Units
Multinational Design
ACROSS CULTURES: Black & Decker's Worldwide Design
Network Design
MANAGlNG IN PRACTlCE: Eastman Chemical's Network Design
ACROSS CULTURES: Procter & Gamble's New Network Design
Developing Competencies
Self-lnsight: Inventory of Effective Design
Organizational Insight: Asea-Brown-Boveri
CHAPTER l 7 Organizational Culture
PREVlEW CASE: "The Firm"
Types ofOrganizational Culture
Dynamics of Organizational Culture
ACROSS CULTURES: National Cultural Values and Organizatwns
Performance and Organizational Culture
QUALlTY IN PRACTlCE: Gilletle's Total Quality Culture
Ethical Behavior and Organizational Culture
ETHlCS IN PRACTlCE: Bath Iron Wroks Enforces Ethics
Managing Cultural Diversity
DlVERSlTY IN PRACTlCE: Diversity at Marriott International
Organizational Socialization
MANAGlNG IN PRACTlCE: Herb Kelleher and Southwest Airlines
Developing Competencies
Self-lnsight: Assessing Ethical Culture
Organizational Insight: Cultural Change at Texaco
CHPTER l 8 Organizational Change
PREVlEW CASE: A Grim Fairy Tale
The Challenge of Change
ACROSS CULTURES: 12.OOO World Managers View Change
QUALlTY IN PRACTlCE: The Chairman's Rice Pudding
Resistance to Change
MANAGlNG IN PRACTlCE: Resistance to Change at faguar
Organization Development
Change Management
ECHNOLOGY IN PRACTlCE: The Technology Challenge
MANAGlNG IN PRACTlCE: Dumbsizing
Ethical Issues in Organizational Change
ETHlCS IN PRACTlCE: LayoffEthics
Developing Competencies
Self-lnsight: Measuring Support for Change
Organizational Insight: Planned Change at the Piedmont Corporation
APPENDIx Tools and Techniques for Studying Organizational Behavior
Integrating Cases
Author Index
Subject and Organizational Index
Internet Organization Index
· · · · · · (收起)
读后感
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说实话，刚拿到这本厚厚的书时，我内心是有些抗拒的，担心又是那种老生常谈、读完就忘的货色。然而，翻开第一页，我就被它那种近乎于“手术刀般精准”的洞察力给吸引住了。这本书最让我印象深刻的是它对“战略制定”的解构过程，它不像其他书籍那样把战略描绘成一个高高在上的宏伟蓝图，而是把它拆解成一系列可以被量化、被追踪的微小步骤。特别是关于“市场定位”和“核心竞争力”的相互作用模型，作者提出了一个“动态调整矩阵”，这个矩阵的巧妙之处在于它承认了环境的易变性，要求管理者必须具备持续学习和快速反应的能力，而不是抱残守缺地执行一成不变的计划。我用了书中的一个工具——“弱点暴露测试”，来审视我团队目前的核心业务流程，结果发现了一个我们团队一直以来都心知肚明但从未正视的效率黑洞。阅读这本书的过程，就像是做了一次彻底的自我体检，把所有隐藏的隐患都暴露在了阳光之下。它的文字风格冷静而有力，如同一个经验丰富的老船长在风暴来临时沉着地下达指令，没有一丝多余的情绪，只有对全局的绝对掌控。它不是那种能让你读完后立马热血沸腾的“鸡血书”，而是能让你冷静下来，重新审视自己所有决策基础的“清醒剂”。
评分这本书对于我这个刚从中层晋升到高管层的人来说，其价值简直是无法估量。我以前更多的是关注执行的细节和过程的优化，但这本书迫使我必须将思维的层级拔高到“系统设计”和“文化塑造”的层面。它对“组织文化”的论述尤其发人深省，作者没有将文化视为一种软性的、难以捉摸的东西，而是将其定义为“组织运行的底层代码”，并通过一系列的仪式、象征和非正式互动来强化它。我曾经认为，只要高层发号施令，文化就能随之改变，但这本书告诉我，真正的文化变革是从基层员工的日常行为模式中悄然发生的，管理者需要做的是设计一个有利于良性文化生长的“生态系统”。另一个让我受益匪浅的是关于“风险管理”的章节，它不仅仅是教会你如何规避已知风险，更重要的是，它训练你的思维去预见那些“尚未发生”的“未知风险”，并提前建立起多重冗余机制。阅读的体验非常“沉浸”，作者的语言非常擅长使用比喻，将复杂的管理概念转化为日常生活中容易理解的场景，这使得即便面对晦涩的经济学理论，我也能快速抓住其精髓。它读起来不像是一本管理学的教科书，更像是一位德高望重的导师，坐在你对面，语重心长地分享他毕生的教训与智慧。
评分这本书，我得说，简直是管理学领域的“圣经”！它不仅仅是理论的堆砌，更是实战经验的结晶。作者似乎把多年的职场摸爬滚打都浓缩在了这薄薄的几百页里。我特别欣赏它那种直击痛点的分析能力，尤其是在处理组织变革和团队冲突这两个老大难问题上，提供的解决方案既有高度的理论支撑，又不失操作层面的可行性。比如，它对“激励机制”的探讨，远比我之前读过的那些空洞的说辞要深刻得多，它区分了内在激励和外在激励的微妙平衡，并给出了量化的评估模型，这对于我们这种处于快速扩张期的公司来说，简直是雪中送炭。我记得有个章节专门讲“授权的艺术”，我读完后立刻应用到了我的部门中，发现原本堆积在我这里的决策流程，在下放后效率提升了至少百分之三十。这本书的叙事方式也很有趣，它没有采用那种枯燥的学术论文腔调，而是穿插了许多经典的商业案例，让枯燥的理论变得鲜活起来，仿佛你正在亲身参与那些历史性的决策时刻。总而言之，如果你想从一个“管理者”蜕变为一个真正能够引领方向的“领导者”，这本书是你书架上绝对不能空缺的一环。它教会你的不是“如何做任务”，而是“如何构建体系”。
评分这本书给我的感受是，它像是一套精密的瑞士机械表，每一个齿轮——无论是关于人力资源、财务控制还是市场拓展——都咬合得天衣无缝，构成了一个严谨而高效的整体。它最让我感到震撼的是对“信息流”和“决策速度”之间关系的探讨。作者构建了一个关于组织内信息摩擦成本的模型，清晰地展示了层级越多、信息损耗越大，决策就越慢的悖论。为了解决这个问题，书中提出的信息扁平化策略，不仅仅是技术上的革新，更是一种组织层面的思维革命。我记得其中提到“沉默的成本”，指的就是那些管理者因为害怕担责而选择不发声所带来的巨大损失，这句话如同警钟一般敲醒了我。此外，这本书在叙述上极具画面感，它经常会用一些非常生动的比喻来描绘组织中的“官僚主义陷阱”或“创新困境”，让你仿佛能看到那些抽象的管理弊病以实体形态呈现在你眼前，从而更容易识别和规避。它的语言风格流畅自然，带着一种深厚的学者底蕴，但又绝不故作高深，始终保持着对读者的尊重，努力将深奥的管理学原理转化为人人可懂的行动指南。读完后，我不再只是一个“执行者”，而是开始思考如何成为一个“系统优化师”。
评分坦白讲，我是一个对理论著作抱有高度怀疑态度的实用主义者。太多管理书籍停留在“应该如何做”的层面，却从未真正触及“为什么会失败”的核心。这本书的独特之处在于，它花了大量的篇幅去剖析那些世界级企业失败的案例，深入挖掘其管理哲学的缺陷，这种“反向学习”的视角极具颠覆性。它让你明白，有时候，一个看似完美的战略，正是因为内部的结构性矛盾没有被解决，最终导致了整个系统的崩塌。作者对“权责界限”的描述简直是教科书级别的清晰，他用一种近乎法律条文的严谨性来界定不同层级管理者必须承担的责任范围，从而有效避免了管理中的“踢皮球”现象。阅读这本书的过程，与其说是学习，不如说是一场思维的“重塑训练”。它的结构设计也十分巧妙，每隔一段时间就会有一个“行动清单”，督促读者立刻将所学知识付诸实践，而不是让知识停留在纸面上。这种紧凑的理论与实践的交织，让我的阅读体验非常充实。我尤其喜欢它在处理跨文化管理时的细腻之处，它强调的不是文化同化，而是“文化协同”，这在如今全球化的商业环境中显得尤为重要。
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