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(Note: Each chapter begins with an Introduction).<br/>1. Managerial Work. READINGS: Henry Mintzberg, Managerial Work: Analysis from Observation. Douglas Murray McGregor, The Human Side of Enterprise. Peter F. Drucker, The Coming of the New Organization. EXERCISES: Managerial Roles. Understanding Your Philosophy of Management. Forecasting the Future Organization. MEMO ASSIGNMENT: Managing Your Job.<br/>2. Interpersonal Relations, Communication, and Conflict. READINGS: Gordon L. Lippitt, Managing Conflict in Today's Organizations. John J. Gabarro and John P. Kotter, Managing Your Boss. John F. Veiga, Face Your Problem Subordinates Now! EXERCISE: Developing Conflict Resolution Skills. CASE: Bob Knowlton. EXERCISE: Dealing with Problem Subordinates. MEMO ASSIGNMENT: Resolving Personal and Professional Conflicts.<br/>3. Motivation, Job Design, and Performance. READINGS: Frederick Herzberg, One More Time: How Do You Motivate Employees? J. Richard Hackman, Designing Work for Individuals and Groups. Herbert Meyer, A Solution to the Performance Appraisal Feedback Enigma. EXERCISE: Enlivening the Job Characteristics Model: A Job Redesign Project. CASE: Saturn Rising: Work Redesign of the Factory Shop Floor. EXERCISE: Giving and Receiving Feedback. MEMO ASSIGNMENT: Redesigning Your Job.<br/>4. Leadership and Decision Making. READINGS: Victor H. Vroom, Two Decades of Participation: Beyond Buzz Words and Management Fads. Bernard M. Bass, Leadership: Good, Better, Best. Jay A. Conger, Leadership: The Art of Empowering Others. EXERCISE: Leadership and Decision Making: Applying the Vroom-Jago Model. CASE: The Man Who Killed Braniff. EXERCISE: Leadership Empowerment. MEMO ASSIGNMENT: Practicing Effective Leadership.<br/>5. Power and Politics. READINGS: David Kipnis, Stuart M. Schmidt, Chris Swaffin-Smith, and Ian Wilkinson, Patterns of Managerial Influence: Shotgun Managers, Tacticians, and Bystanders. Rosabeth Moss Kanter, Power Failure in Management Circuits. Gerald R. Salancik and Jeffrey Pfeffer, Who Gets Power and How They Hold Onto It: A Strategic Contingency Model of Power. EXERCISE: Dependency Situations. CASE: Jennifer Carson at the Science Museum. EXERCISE: Power Lab. MEMO ASSIGNMENT: Power and Dependence Analysis.<br/>6. Group Dynamics. READINGS: Norman R. F. Maier, Assets and Liabilities in Group Problem Solving: The Need for an Integrative Approach. Irving L. Janis, Groupthink. Daniel C. Feldman, The Development and Enforcement of Group Norms. EXERCISES: Wilderness Survival: Group Decision Effectiveness. The NASA/Challenger Incident. Norms and Deviance. MEMO ASSIGNMENT: Analyzing Your Team. <br/>7. Intergroup Dynamics. READINGS: L. Dave Brown, Managing Conflict Among Groups. Muzafer Sherif, Experiments in Group Conflict. Kenywn K. Smith, An Intergroup Perspective on Individual Behavior. EXERCISES: The Hilarity Greeting Card Company. Labor Relations and Intergroup Conflict. Battle of the Sexes Confrontation. MEMO ASSIGNMENT: Handling Interdepartmental Conflicts.<br/>8. Organization Design, Evolution, and Culture. READINGS: Robert Duncan, What Is the Right Organization Structure? Decision Tree Analysis Provides the Answer. Larry Grenier, Evolution and Revolution as Organizations Grow. Vijay Sathe, Implications for Corporate Culture: A Manager's Guide to Action. EXERCISES: Small Business Design: The Case of a Publishing Firm. Fairfield Flyer Wagons. CASE: Managing By Mystique. MEMO ASSIGNMENT: Assessing Your Organization's Design.<br/>9. Careers and Stress. READINGS: Gene W. Dalton, Paul H. Thompson, and Raymond L. Price, The Four Stages of Professional Careers-A New Look at Performance by Professionals. Douglas T. Hall and Judith Richter, Career Gridlock: Baby Boomers Hit the Wall. Morely D. Glicken and Katherine Janka, Executives Under Fire: The Burnout Syndrome. CASE: Jane Moore: An Executive Woman's Career Story. EXERCISES: Career Anchors. The Burnout Questionnaire. MEMO ASSIGNMENT: Career Prognosis.<br/>10. Managing Diversity, Ethics, International Issues and Corporate Responsibility. READINGS: Taylor Cox, Jr., The Multicultural Organization. Richard P. Nielsen, Changing Unethical Organizational Behavior. Paul H. Weaver, After Social Responsibility. EXERCISES: Four Cultures. The Maquiladoras Decision. Vanatin-Group Decision Making and Ethics. MEMO ASSIGNMENT: Managing Diversity<br/><br/>Index.<br/> |
