Table of contents for Human relations in organizations : applications and skill building / Robert N. Lussier.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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Contents
PART I
INTRAPERSONAL SKILLS: BEHAVIOR, HUMAN RELATIONS, AND PERFORMANCE 
BEGIN WITH YOU 1
1. Understanding Behavior, Human Relations, and Performance 2
Why Human Relations Skills Are So Important 4
Behavior, Human Relations, and Organizational Performance 7
Human Relations: Past, Present, and Future 12
Developing Human Relations Skills 17
Objectives and Organization of the Book 22
Assessing Your Human Relations Abilities and Skills 24
2. Personality, Learning, and Perception 38
How Personality, Stress, Intelligence and Learning, Perception, and First 
Impressions Affect Behavior, Human 
Relations, and Performance 40
Personality 41
Stress 45
Intelligence and Learning 51
Perception 56
Developing Positive First Impressions 59
3. Attitudes, Self-Concept, Values, and Ethics 73
How Attitudes, Job Satisfaction, Self-Concept, Values and Ethics Affect 
Behavior, Human Relations, and 
Performance 75
ATTITUDES 75
Job Satisfaction 81
Self-Concept 84
Values 88
Ethics 92
PART II
4. INTERPERSONAL SKILLS: THE FOUNDATION OF HUMAN RELATIONS 111
Interpersonal Communication 112
How Interpersonal Communication Affects Behavior, Human Relations, and 
Performance 114
The Communication Process and Communication Barriers 115
Sending Messages 122
Receiving Messages 123
Responding to Messages 128
5. Organizational Structure and Communication 146
How Organizational Structure and Communication Affect Behavior, Human 
Relations, and Performance 148
Organizational Structure 148
Organizational Communication 155
Message Transmission Channels 159
Emotions 166
Criticism 168
6. Dealing with Conflict 195
How Interpersonal Dynamics Affect Behavior, Human Relations, and Performance 
197
Transactional Analysis 197
Assertiveness 202
Conflict Management Styles 211
Resolving Conflicts with the Collaborating Conflict Style 217
Putting It All Together 220
PART III
LEADERSHIP SKILLS: INFLUENCING OTHERS 239
7. Leading and Trust 240
How Leadership Affects Behavior, Human Relations, and Performance 242
Leadership Trait Theory 243
Behavioral Leadership Theories 245
Contingency Leadership Theories 249
Situational Supervision 255
Putting the Leadership Theories Together 261
Substitutes for Leadership 262
Diversity and Global Leadership 263
Trust 264
8. Motivating Performance 284
The Importance of Motivation 286
Content Motivation Theories 287
Process Motivation Theories 294
Reinforcement Theory 297
Motivation Techniques 301
Do Motivation Theories Apply Globally? 307
9. Ethical Power and Politics 320
How Power, Politics, and Ethics Affect Behavior, Human Relations, and 
Performance 322
Power 322
Organizational Politics 330
Business Ethics and Etiquette 332
Vertical Politics 339
Horizontal Politics 342
Do Power, Politics, and Etiquette Apply Globally? 344
10. Networking and Negotiating 359
How Networking and Negotiating Affect Behavior, Human Relations, and 
Performance 361
Networking 361
Negotiating 371
Do Networking and Negotiating Apply Globally? 381
The Influencing Process 383
PART IV
LEADERSHIP SKILLS: TEAM AND ORGANIZATIONAL BEHAVIOR, HUMAN 
RELATIONS, AND PERFORMANCE 397
11. Team Dynamics and Leadership 398
How Teams Affect Behavior, Human Relations, and Performance 400
Team Structure 402
Team Dynamics 403
Team Development Stages 411
Leading Teams as a Situational Supervisor 413
Meeting Leadership Skills 418
Putting It All Together 423
12. Teams and Creative Problem Solving and Decision Making 435
How Decision Making Affects Behavior, Human Relations, and Performance 437
Decision-Making Styles 438
The Decision-Making Model 440
Creative Group Problem Solving and Decision Making 443
Advantages and Disadvantages of Group Decision Making 447
The Normative Leadership Decision-Making Model 449
Does Decision Making Apply Globally? 454
13. Organizational Change and Culture 473
How Change Affects Behavior, Human Relations, and Performance Managing Change 
475
Resistance to Change and How to Overcome It 479
Organizational Culture 484
Organizational Climate 486
Organizational Development 488
The Relationship between Organizational Culture, Climate, and Development 499
14. Valuing Diversity Globally 525
How Diversity Affects Behavior, Human Relations, and Performance 527
Prejudice and Discrimination 528
Equal Employment Opportunity for All 529
The Legally Protected and Sexual Harassment 534
Sexism and Work and Family Balance 539
Managing Diversity 548
Global Diversity 549
Handling Complaints 552
PART V
INTRAPERSONAL SKILLS: PERSONAL DEVELOPMENT 567
15. Time and Career Management 568
How Time Management and Career Skills Affect Behavior, Human Relations, and 
Performance 569
Time Management 570
Career Management 584
Appendix A Applying Human Relations Skills 609
Notes 621
Index 653

Library of Congress Subject Headings for this publication:

Organizational behavior.
Interpersonal relations.