Managing Human Behavior in Public and Nonprofit Organizations, Fourth Edition

Managing Human Behavior in Public and Nonprofit Organizations, Fourth Edition

Robert B. Denhardt, University of Southern California

Janet V. Denhardt, University of Southern California

Maria P. Aristigueta, University of Delaware

ISBN:9781483359298

Pub Date:9/15/15 Price: $88 Page Count: TBD

Availability Dates

Sample Chapters Available Online: Ch. 3 & Ch. 12

Ancillaries: Yes

Sample Syllabi: No

Course Cartridge: No

Coursesmart eBook: TBD

Interactive E-book: No

ANCILLARY GUIDE

Instructor Resource Site

• AMicrosoft® Word®test bankis 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.
• ARespondus electronic test bankis 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® slidesoffer you complete flexibility in easily creating a multimedia presentation for your course.
• Lecture notesaligned 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-textSAGE journal articlesthat 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-basedvideo linksfeature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.

Student Study Site

• Mobile-friendlyweb quizzesallow for independent assessment of progress made in learning course material.

• Carefully selected,video linksfeature 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-textSAGE journal articlesthat 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 Edition / Fourth Edition
1. Organizational Behavior as a Way of Thinkingand Acting 1
The Roots of Organizational Behavior 9
Values and Assumptions of Organizational Behavior 14
Themes and Purposes of This Book 16
2. Knowing and Managing Yourself 19
Where Do We Begin? 21
Life Experiences 21
Your Lifeline 21
Knowing Yourself Exercise 22
Ways of Thinking 22
Improving Your Sense of Self 24
The Power of Vision 26
Assessing Yourself 27
Ways of Acting 34
Thinking in Action 35
Increasing Self-Knowledge 35
A Vision Statement 36
Valuing Diversity 37
Cases 37
Privatizing the Cafeteria 37
Laura’s Employment Dilemma 38
Some Career Advice 39
Appendix 2.A Reddin’s Personal Values Inventory 40
Appendix 2.B Fundamental Interpersonal Relations Orientation (FIRO) Behavior 46
Appendix 2.C Locus of Control 51
Appendix 2.D Career Orientation Inventory 54
Appendix 2.E Emotional Intelligence 58
3. Fostering Creativity 59
Where Do We Begin? 60
Ways of Thinking 61
Characteristics of Creative Individuals 62
Conceptual Skills and Abilities 63
Creativity as Behavior 63
Creativity as a Process 64
An Integrated Perspective on Creativity 64
Why Do We Need Creativity in Public Organizations? 65
The Creative Process 66
Roles in the Creative Process 68
Social and Structural Connections 69
Impediments to Creativity 70
Defining the Problem Incorrectly 70
Judging Ideas Too Quickly 71
Stopping at the First Acceptable Idea 71
Lack of Support 71
Hostility to Sharing Knowledge 72
Other Ways of Thwarting Creativity 72
Fostering Creativity in Organizations 73
Challenging Work 73
Supportive Supervision 74
Organizational and Work Group Culture 75
Workload Pressures and Resources 76
Positive Emotions 76
Fostering Creativity—Putting It All Together 77
Techniques for Improving Creativity 77
The Idea Box or Matrix Analysis 77
Synectics 78
Mindmapping 79
Design Thinking 81
Enhancing Your Personal Creativity 82
Ways of Acting 83
Thinking in Action 86
Mindmapping Exercise 86
Using Analogies 86
A Creativity Challenge 87
Adapting Innovations 88
Involving the Community 88
4. Managing Stress 91
Where Do We Begin? 93
Symptoms of Stress 93
Stress Inventory 94
Sources of Stress 95
Coping With Stress 97
Ways of Thinking 97
The Consequences and Costs of Stress 100
Stress: Good, Bad, and Ugly 101
Sources of Stress on the Job 102
Interpersonal Relationships 103
Role Ambiguity and Conflict 103
Workload 104
Intrinsic Nature of the Work 104
Working Conditions 105
Organizational Justice 105
Organizational Environment 105
Home to Work and Back 106
Coping With and Managing Stress 107
Lifestyle Adjustments 107
Attitude Adjustment 109
Social Support 110
Emotional Regulation 111
Taking Control of Your Time 112
Job Redesign 113
Other Organizational Factors 114
Ways of Acting 115
Thinking in Action 117
Building Resilience 118
Distress at DES 118
Life Balance Exercise 119
Having Fun at Work 120
Developing Your Own Stress Management Program 120
Finding Happiness 121
5. Decision Making 123
Where Do We Begin? 127
Ethical Decision Making 127
Generating Alternatives 128
The Horse Grooming Case 128
Package Delivery: Exercising Moral Imagination 129
Identify Options 130
Make and Implement a Decision 130
Ways of Thinking 130
Models of Decision Making 131
The Rational Model 132
The Organizational Process Model 135
The Governmental Politics Model 137
Who Should Be Involved? 140
Diversity and Decision Making 143
What Techniques Are Available to Assist You? 144
The Decision-Making Primer 144
Focus Groups 145
Brainstorming 146
Cost-Benefit and Cost-Effectiveness Analysis 147
Nominal Group Technique 148
Logic Models 148
Performance Management 149
Evidence-Based Management 151
Discretion in Decision Making 151
Summary 153
Ways of Acting 154
Thinking in Action 155
A Decision-Making Framework 155
New Charter School 156
Using the Decision Tree for Levels of Participation 156
Using Performance Information for Decision Making 157
A Decision Diagnostic 157
6. Motivating Yourself and Others 159
Where Do We Begin? 162
What Motivates You Now? 163
What Will Motivate You in the Future? 164
Ways of Thinking 164
What Is Motivation? 164
Changing Perspectives on Motivation 165
Need Theories 166
Expectancy Theories 170
Goal Theories 171
Equity Theories 172
Reinforcement, Reward, and Punishment 173
Participation as a Motivator 174
Motivation and Life Stages 175
Public Service Motivation 177
Other Motivation Theories 179
“Anti-Motivation” Theories 181
Ways of Acting 182
Thinking in Action 185
SOS in DHS: A Problem of Motivation 185
Staying Motivated 187
Being an Energizer 187
The Power of Public Service 188
7. Leadership in Public Organizations 189
Where Do We Begin? 191
What Makes a Good Leader? 191
Your Experience as a Leader 192
What Is Your Leadership Style? 193
Ways of Thinking 194
Traditional Approaches to Leadership 195
The Trait Approach 195
Leadership Styles 197
The Managerial Grid 197
Situational Leadership® 199
The Contingency Approach 201
Path–Goal Theory 202
Contemporary Approaches to Leadership 203
From Traits, to Skills, to Strategies 203
The Transformational Approach 208
Transforming Organizations 211
Values-Based Leadership 213
Leadership: Shared, Positive, and Postmodern 215
Leadership and Emotions: The Art of Leadership 217
Leadership in Culturally Diverse Organizations 220
The Ethics of Leadership 222
Leadership in the Public Service 225
Leadership in the Policy Process 225
Leadership in Public Agencies 227
Some Concluding Notes 228
Ways of Acting 230
Thinking in Action 231
Developing a Leadership Autobiography 231
A Debate Topic 232
Transactional Versus Transformational Leadership 232
Assessing Your Leadership Style 233
Leadership When No One Is in Charge 234
Practicing the Ethics of Leadership 235
8. Power and Organizational Politics 237
Where Do We Begin? 238
Ways of Thinking 240
Early Voices 240
Changing Perspectives on Workers and Organizations 243
Questioning Power and Authority 243
Sources of Power 246
Legitimate Power 246
Reward Power 247
Coercive Power 247
Referent Power 248
Expert Power 249
Recognizing Power and Organizational Politics 249
Balancing Power 251
Structural Aspects of Power 253
Is Power a Positive Force or a Destructive Force? 254
Managing Power and Organizational Politics 257
Gaining Positive Political Skills 259
Empowerment: More Than Delegation 260
Power and the Public Service 263
Ways of Acting 264
Thinking in Action 267
Politics and MBO: A Case Study 267
Observing Organizational Politics 268
It’s Not What You Know; It’s Who You Know? 269
Annie’s Dilemma 269
Assessing Your Power Potential 270
9. Communicating Effectively With Others 271
Where Do We Begin? 276
Ways of Thinking 277
Improving Interpersonal Communication 278
Barriers to Effective Communication 278
Supportive Communication 281
Speaking 284
Persuasive Communication 285
Active Listening 287
Nonverbal Communication 290
Electronic Communication 292
Specialized Forms of Communication 293
Personal Counseling 293
Helping Relationships 295
The Power of Dialogue 296
Conducting Effective Meetings 297
Writing Memos, Reports, and Proposals 299
Exploring Diversity and Intercultural Communication 302
Learning Cultural Awareness 303
Increasing Cultural Competence 304
Generational Diversity 307
Ways of Acting 309
Thinking in Action 311
An Exercise in Supportive Communication 311
Turmoil in the Community Development Department 312
One-Way Communication Versus Two-Way Communication 313
A Strange Meeting: A Case Study 314
Trends in Electronic Communication 315
A Dispersed Workplace: A Case Study 316
10. Working in Groups and Teams 317
Where Do We Begin? 320
Assessing Team Performance 320
Getting to Know Your Team 321
Assess the Team 321
Interview Team Members 321
Help the Team Define Its Mission, Values, and Roles 322
Communication and Conflict Management 323
Analysis and Feedback 323
Team Agreements 324
Ways of Thinking 325
Types of Teams 326
Implementing Teams 330
Team Effectiveness 331
Measuring Team Effectiveness 337
Individual Styles and Team Development 339
The Forming Stage 340
The Conforming Stage 341
The Storming Stage 341
The Performing Stage 342
Team Conflict 343
Building a Collaborative Environment 344
Ways of Acting 345
Thinking in Action 347
A Team-Building Exercise 347
The Case of Guard Uniforms 347
Relocating a State Reformatory School 348
A Team Exercise on Gender and Pay 349
Emotional Intelligence in Teams 350
How Well Does Your Team Deal with Conflict? 351
11. Managing Conflict 353
Where Do We Begin? 356
How Do You Behave During Conflict? 356
How Do Relationships Affect Conflict? 357
Ways of Thinking 358
Theories of Conflict 359
Systems Theory 359
Attribution Theory 360
Social Exchange Theory 361
Sources of Conflict 361
Diversity and Conflict 363
Stages of Conflict 365
Strategies for Negotiation and Conflict Management 368
Conflict and the Public Sector 372
Ways of Acting 374
Thinking in Action 375
Asking Questions 375
Individual Needs 376
Budget Surplus Case Study 377
Parks and Recreation Case Study 377
Bayshore Child Development Center 378
Conflict in an Emergency Situation 379
When Is Conflict Healthy? 380
12. Organizational Change 381
Where Do We Begin? 384
To Change or Not to Change? 384
Your Orientation Toward Change 385
Discussing Your Experiences With Change 386
Ways of Thinking 386
Approaches to Understanding Change 386
Classic Approaches 386
Organizational Culture 388
Open Systems and Organizational Learning 391
Large Systems Change 396
Approaches to Bringing About Change 398
Change Through Management Action or Reorganization 399
Change Through Organization Development 402
Change Through Appreciative Inquiry 406
Change Through Six Sigma 407
Change Through the Arts 408
The Management of Change 410
Steps in Organizational Transformations 410
Change and Innovation in Public Organizations 412
The Ethics of Managing Change 414
A Final Note on Personal Change 418
Ways of Acting 419
Thinking in Action 421
Reasoning Processes in Organizational Change 421
Leading Change in Local Government 423
An Approach to Leading Change 427
13. Representing the Organization “On the Outside” 429
Where Do We Begin? 431
Networks and Relationships 431
Working With the Media 432
Ways of Thinking 433
The Core Skills of External Relations 433
Developing Effective Relations With the Legislature 433
Using New Technologies 436
Working With the Media 439
Making Effective Presentations 443
The New Skills of External Relations 445
Listening to Citizens, Clients, and “Customers” 446
Involving Citizens in the Work of Government 450
Collaborating With Others 455
Ways of Acting 460
Thinking in Action 461
Improving Relationships With the Legislature 461
Improving Service Quality 461
Exploring the World of Networks 462
Community Involvement in Changing Priorities 462
14. Managing Behavior in the Public Interest 465
The New Public Service 466
Conclusion 472 / 1. 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 59
3. Fostering Creativity and Innovation 61
Where Do We Begin? 62
Ways of Thinking 63
Characteristics of Creative Individuals 63
Conceptual Skills and Abilities 64
Creativity as Behavior 65
Creativity as a Process 65
An Integrated Perspective on Creativity 66
Why Do We Need Creativity in Public Organizations? 67
The Creative Process 67
Roles in the Creative Process 69
Social and Structural Connections 71
Impediments to Creativity 71
Fostering Creativity in Organizations 73
Techniques for Improving Creativity 77
Enhancing Your Personal Creativity 81
Ways of Acting 82
Thinking in Action 84
Mind-Mapping Exercise 84
Analyzing Barriers to Innovation 85
Using Analogies 85
A Creativity Challenge: A Case Study 86
Adapting Innovations 86
Involving the Community 87
4. Managing Stress 89
Where Do We Begin? 91
Symptoms of Stress 91
Stress Inventory 91
Sources of Stress 93
Coping With Stress 94
Ways of Thinking 95
The Consequences and Costs of Stress 97
Stress: Good, Bad, and Ugly 99
Sources of Stress on the Job 99
Individual Factors 100
Coping With and Managing Stress 104
Ways of Acting 112
Thinking in Action 113
Building Resilience 114
Distress at DES: A Case Study 114
Life Balance Exercise 115
Having Fun at Work 116
Developing Your Own Stress Management Program 116
Finding Happiness 116
5. Decision-Making 119
Where Do We Begin? 122
Implementing Good Decisions 122
Ethical Decision-Making 123
Generating Alternatives 124
The Horse Grooming Case 124
Package Delivery: Exercising Moral Imagination 125
Ways of Thinking 126
Models of Decision-Making 127
Who Should Be Involved? 135
What Techniques Are Available to Assist You? 136
Ways of Acting 144
Thinking in Action 145
Choosing Your Academic Program 145
Decision-Making in Ferguson, Missouri: A Case Study 146
New Charter School: A Case Study 146
Levels of Participation: A Case Study 146
Using Performance Information for Decision-Making 147
A Decision-Making Framework 147
A Decision Diagnostic 148
6. Motivation and Engagement 149
Where Do We Begin? 152
What Motivates You Now? 152
What Will Motivate You in the Future? 153
Ways of Thinking 153
What Is Motivation? 153
Changing Perspectives on Motivation 154
Trust and Engagement 168
Ways of Acting 172
Thinking in Action 175
SOS in DHS—A Problem of Motivation: A Case Study 175
Staying Motivated 176
Being an Energizer 176
The Power of Public Service 177
7. Leadership in Public Organizations 179
Where Do We Begin? 181
What Makes a Good Leader? 181
Your Experience as a Leader 181
What Is Your Leadership Style? 181
Ways of Thinking 183
Traditional Approaches to Leadership 183
Contemporary Approaches to Leadership 190
Leadership and Emotions 201
Leadership in Culturally Diverse Organizations 203
The Ethics of Leadership 206
Leadership in the Public Service 208
Ways of Acting 212
Thinking in Action 214
Developing a Leadership Autobiography 214
A Debate Topic 214
Transactional Versus Transformational Leadership 214
Assessing Your Leadership Style 215
Leadership When No One Is in Charge: A Case Study 216
Practicing the Ethics of Leadership 217
8. Power and Organizational Politics 219
Where Do We Begin? 220
Ways of Thinking 221
Early Voices 222
Changing Perspectives on Workers and Organizations 224
Questioning Power and Authority 224
Sources of Power 227
Recognizing Power and Organizational Politics 230
Balancing Power 231
Structural Aspects of Power 233
Is Power a Positive Force or a Destructive Force? 234
Managing Power and Organizational Politics 237
Gaining Positive Political Skills 238
Empowerment: More Than Delegation 239
Power and the Public Service 241
Ways of Acting 242
Thinking in Action 245
Politics and MBO: A Case Study 245
Observing Organizational Politics 246
It’s Not What You Know; It’s Who You Know? 246
Annie’s Dilemma: A Case Study 247
Assessing Your Power Potential 247
9. Communicating Effectively With Others 249
Where Do We Begin? 253
Ways of Thinking 254
Improving Interpersonal Communication 255
Specialized Forms of Communication 268
Exploring Diversity and Intercultural Communication 275
Ways of Acting 283
Thinking in Action 284
An Exercise in Supportive Communication 284
Turmoil in the Community Development Department 285
One-Way Communication Versus Two-Way Communication 286
A Strange Meeting: A Case Study 287
Trends in Electronic Communication 287
A Dispersed Workplace: A Case Study 288
10. Working in Groups and Teams 289
Where Do We Begin? 291
Assessing Team Performance 291
Getting to Know Your Team 292
Team Agreements 293
Ways of Thinking 294
Types of Teams 296
Implementing Teams 299
Team Effectiveness 300
Measuring Team Effectiveness 304
Individual Styles and Team Development 307
Team Conflict 310
Building an Ethical and Collaborative Environment 312
Ways of Acting 313
Thinking in Action 315
A Team-Building Exercise 315
The Case of Guard Uniforms: A Case Study 315
Relocating a State Reformatory School: A Case Study 316
A Team Exercise on Gender and Pay 317
Emotional Intelligence in Teams 318
How Well Does Your Team Deal With Conflict? 319
Team Recommendations on Outsourcing: A Case Study 319
The Chilean Mine Disaster: A Case Study 319
11. Managing Conflict 321
Where Do We Begin? 324
How Do You Behave During Conflict? 324
How Do Relationships Affect Conflict? 325
Making Conflict Constructive 325
Ways of Thinking 326
Theories of Conflict 327
Sources of Conflict 328
Stages of Conflict 334
Strategies for Negotiation and Conflict Management 337
Common Mistakes in Negotiation 340
Ethics and Negotiations 341
Situations and Conflict Management Strategies 341
Conflict and the Public Sector 342
Ways of Acting 344
Thinking in Action 345
Asking Questions 345
Individual Needs 346
Parks and Recreation: A Case Study 346
Budget Surplus: A Case Study 347
Bayshore Child Development Center: A Case Study 347
Conflict in an Emergency Situation: A Case Study 348
Misinforming Contractors: A Case Study 349
When Is Conflict Healthy? 349
12. Organizational Change 351
Where Do We Begin? 354
To Change or Not to Change? 354
Your Orientation Toward Change 354
Discussing Your Experiences With Change 355
Ways of Thinking 356
Approaches to Understanding Change 356
Approaches to Bringing About Change 366
The Management of Change 376
The Ethics of Managing Change 380
A Final Note on Personal Change 384
Ways of Acting 384
Thinking in Action 386
Reasoning Processes in Organizational Change 386
Rethinking Change: Leadership and Meaning 387
Fremont, California: A Case Study 388
Maricopa County, Arizona: A Case Study 390
Leading Change in Local Government 392
An Approach to Leading Change: A Case Study 392
13. Representing the Organization “On the Outside” 395
Where Do We Begin? 397
Networks and Relationships 397
Working With the Media 397
Ways of Thinking 399
The Core Skills of External Relations 399
The New Skills of External Relations 409
Ways of Acting 420
Thinking in Action 421
Improving Relationships With the Legislature 421
Improving Service Quality 421
Exploring the World of Networks 422
Community Involvement in Changing Priorities: A Case Study 422
14. Managing Behavior in the Public Interest 425
The New Public Service 426
Conclusion 431

* What’s New-bold these