A Theory of Behavior in Organizations develops a theory for organizational behavior, or, more accurately, a theory of individual behavior within organizations of behavior. The book begins by discussing a series of general issues involved in the theory of behavior in organizations. It then describes the theory itself in three stages: first, the general structure of the theory; second, definition of the key variables; and third, the interrelationships between the variables. Subsequent chapters show how the theory deals specifically with such issues as roles, decision making, and motivation. The theory presented is a cognitive theory of behavior. It assumes that man is rational (or at least nonrandom) for the most part, and that as a systematic or nonrandom generator of behavior, man's actions are explained best in terms of conscious, thinking acts on the part of the individual. The theory deals with why the individual chooses certain alternative courses of action in preference to others, and thus it might properly be called a theory of choice behavior. Whereas the emphasis is on the cognitive aspects of behavior, considerable attention has been devoted to external, noncognitive variables in the system that play meaningful roles in the determination of individual behavior.

This unique work bridges the gap between theory and practice in organizational behavior. It provides a practical guide to real-life applications of the 35 most significant theories in the field. The author describes each theory, then analyzes its usefulness and importance to the successful practice of management. His analysis covers key managerial topics such as goal setting, training and development, assessment, job enrichment, influence processes, decision-making, group processes, organizational development, organizational structuring, and effective organizational operation.

This book is one of the first to provide an overview of recent developments in social psychological theory as it applies to organizational issues. It brings together outstanding scholars whose research touches the interfaces of social psychology , IO psychology and organizational behavior. Social psychology deals with social interactions between individuals and groups. As individuals populate, run, and confuse (!) organizations, analyzing individual behavior and interpersonal interactions is critical for understanding organizational effectiveness and success, as well as individual satisfaction and well-being. The chapters in this volume address the critical topics for current and future organizational life such as prosocial and antisocial behavior, ethics, trust, creativity, diversity, stress, conflict, power and leadership and many more.

"The sequel to Organizational Behavior: Essential Theories of Motivation and Leadership (2005) provides a review and analysis of the key theories of macro-organizational behavior. It provides background on scientific method, theory construction and evaluation, measurement considerations, research design, and the nature of knowledge in organizational behavior, and discusses theories in areas including decision-making, systems, and organizational sociology. The text assumes prior studies in fields such as organizational behavior and management." -- Publisher.

Instructor Resources: Test bank, PowerPoint slides, answer guides to discussion questions, and case study guidelines. In the dynamic and demanding field of healthcare, managers face a unique set of challenges. They lead complex organizations characterized by ever-changing relationships and reporting structures. They interact daily with personnel representing multiple specialties and different professional cultures. To be successful, healthcare leaders must be able to manage these complicated relationships. This book explores theories of organizational design, leadership, and management and the social psychology of organizations as they apply to healthcare. The author, drawing on years of experience as a hospital CEO, uses real-world scenarios to illustrate the management practices that enhance organizational effectiveness and efficiency. Through chapter cases, activities, and questions that reinforce essential concepts, readers will gain an understanding of not only theory but also how the interrelationships of people, organizations, and structures drive the success of a healthcare organization. Organizational Behavior and Theory in Healthcare provides in-depth coverage of the following concepts and more: Theories of managing people Individual and organizational ethics and values Emotions and stress on the job Attitudes and perceptions Power and influence Leadership styles and their application Organizational culture Decision making and problem solving Group dynamics and teams Managing diversity Conflict management and negotiation Organizational design Strategy and change management The comprehensive content is divided into 20 chapters, each dedicated to a specific topic, allowing instructors to adapt the book easily to their course. A listing of healthcare administration competencies by chapter assists instructors in creating a competency-based curriculum.