Managing Behavior Processes: Applications of Theory & Research

Table of Contents

Foreword

1. Introduction and Overview

• Purposes of the Book
  • Managerial Purpose
  • Scientific Purpose
• Process Relationships in Organizations
  • A Process Map of An Organization
  • A Perspective
• Analytical Variables for Management
  • The Analytical Variables
• Plan of the Book

2. Productivity: The Measure of Task Processes

• Plan of the Chapter
• Measures of Task Processes
  • Efficiency
  • Profitability
  • Productivity
  • Production and Productivity
  • The Limitations of Economic Theory
  • Productivity Relationships Among Inputs
  • Economics and Productive Behavior
• Nonbehavioral Determinants of Productivity
• Psychophysiological Determinants of Productivity
• Behavioral Determinants: The Individual
  • The Use of Human Inputs
  • Contingent Reinforcement and Expectation
  • Conflicting, Competing, and Coordinate Processes
• Behavioral Determinants: The Management
  • Plans and Schedules
  • Coordinating Divided Labor?
  • Supervision: Help or Hindrance?

3. Influence and Power: An Integrative Process and Its Measure

• Purpose and Plan of the Chapter
• General Aspects of Influence
  • Influence
  • Needs
  • Resources
  • Power
  • Details of Purposeful Influence
  • Coordination and Influence
• Technical Aspects of Influence
  • Needs
  • The Reaction Decision
  • Types of Resources and Power
• Administration of Influence
• Some Terminology Problems

4. Job Satisfaction: An Output Variable

• The Significance of Job Satisfaction
  • Measures of Resource Exchange Processes
  • Motivational Concepts
  • Plan of the Chapter
• Needs and the Job
  • The Whole Individual
  • The Partial Individual
  • Task Orientation
• Attitude Factors in Task Organizations
  • Economic Attitude Factors
  • Intrinsic Value of the Job Attitude Factors
  • Work Obstacle Attitude Factors
  • Supervisory Attitude Factors
  • Working Conditions Attitude Factors
  • Interpersonal Attitude Factors
  • Organization Attitude Factors
• Expectations and Motivation: Complications
  • Some Theoretical Dead Ends
  • The Psychological Contract
  • Expectancy Theories
  • Inequity Theory
• A Concluding Thought

5. Training: An Integrative Process

• Introduction
  • Training As An Input Subprocess
  • Training's Other Guises
  • Purpose of the Chapter
• Learning Processes and Task Processes
  • Key Aspects of Learning Processes
  • Task Teachability and Task Analysis
• The Design of Training Processes
  • Training Programs
  • Realism of Task Responses in Training
  • Instruction Methods
  • Response Discrimination in Practice
  • Stimulus Discrimination in Practice
  • Reinforcement Discrimination
  • The Trouble with Adults
• Technical Training Programs
• Interpersonal Relations Training Programs
  • Common Characteristics
  • Specific Interpersonal Relations
  • Training Programs
  • Effectiveness of Interpersonal Relations Training Programs
• The Business of Training

6. Supervision: An Integrative Process

• Introduction
  • Supervision and Leadership
  • The Importance of Supervision
  • Plan of the Chapter
• A Naive View of Supervision
  • The Training Functions of Supervision
  • The Enabling Functions of Supervision
• Processes Affecting the Supervisor
  • The Attribution Process
  • Reinforcement Effects
• Processes Affecting Supervision
  • Effects of the Task Processes
  • Effects of the Administrative Processes
  • The Effects of Individual Processes
  • The Effects of Interpersonal Processes
• Conceptual Schemes Concerning Supervision
• The Management of Supervisor

7. Cohesiveness: A Catalytic Variable

• Morale
• Group Cohesion
  • Subprocesses and Characteristic Variables
  • Cohesiveness and Productivity
• Normative Processes in Groups
  • The Operation of Norms
  • Norms, Cohesiveness, and Productivity
• Cohesion and Management
  • Reducing Cohesiveness and Disabling Norms
  • Increasing Cohesiveness
  • Enabling Norms

8. Climate: A Catalytic Variable

• Introduction
  • The Administrative Processes and Climate
  • Plan of the Chapter
• The Quality of Administrative Decision-Making
  • Factors Aggravating Model Inaccuracies
  • Inaccurate Administrative Decisions and Climate
• Effects of Climate
• Climate and the Administrative Model
  • Foundations of the Administrative Model
  • Variations in Task, Member, and Group Models
  • Remedial Aspects of Administrative Models

9. Leadership and Authority: An Integrative Process and Its Safeguard

• Introduction
  • Plan of the Chapter
• Critique of Popular Leadership Theories
  • Personal Trait Theories
  • Leadership Style Theories
  • Situational Theories
• The Processes of Leadership
  • Basis for the Leadership Processes
  • Leadership Processes in Perspective
  • The Control of Operations and Effective Leadership
• Authority
  • The Meanings of Authority
  • The Function of Authority
  • Other Views of Organizational Authority
  • Features of License Authority
• Problems of Leadership, Authority, and Power
• Authority As a Safeguard: Closing the Cycle

Author Index

Subject Index