公共管理学经典教材原版影印丛书：组织行为经典选读（第3版）
Foreword to the Foreword i
Foreword iii
Preface v
Introduction 1
Defining Organizational Behavior 1
An Orchestra as Metaphor 8
A Chronology of Organizational Behavior 11
Chapter I
Leadership 29
1 The Giving of Orders 42
Mary Parker Follett (1926)
2 The Executive Functions 48
Chester I. Bamard (1938)
3 Life Cycle Theory of Leadership 56
Paul Hersey and Kenneth H. Blanchard (1969)
4 The Contingency Model： A Theory of Leadership Effectiveness 65
Fred E. Fiedler (1970)
5 The Leadership Challenge--A Call for the Transformational Leader 77
Noel M. Tichy and David O. Ulrich (1984)
6 The Learning Leader as Culture Manager 87
Edgar H. Schein (1992)
7 What Makes a Leader? 97
Daniel Goleman (1998)
8 Leadership as the Legitimation of Doubt 105
Karl E. Weick (2001)
9 Efficacy and Effectiveness： Integrating Models of Leadership
and Intelligence 114
Martin M. Chemers (2002)
Chapter II
Motivation 132
10 The Hawthorne Experiments 142
Frederick J. Roethlisberger (1941)
11 A Theory of Human Motivation 152
Abraham H. Maslow (1943)
12 The Human Side of Enterprise 163
Douglas Murray McGregor (1957)
13 The Motivating Effect of Cognitive Dissonance 169
Leon Festinger (1958)
14 Work and Motivation 175
Victor H. Vroom (1964)
15 One More Time： How Do You Motivate Employees.7 182
Frederick Herzberg (1968)
16 Work Motivation： The Incorporation of Self-Concept-Based
Processes 191
Nancy H. Leonard， Laura L. Beauvais， and Richard W. Scholl (1999)
17 Self-Set Goals and Self-Efficacy as Mediators of Incentives
and Personality 210
Edwin A. Locke (2001)
Chapter III
Individuals in Teams and Groups 220
18 Foundations and Dynamics of Intergroup Behavior 232
Robert R. Blake， Herbert A. Shepard， and Jane S. Mouton (1964)
19 Origins of Group Dynamics 241
Dorwin Cartwright and Alvin Zander (1968)
20 An Intergroup Perspective on Group Dynamics 251
Clayton P. Alderfer (1987)
21 Cultural Diversity in Organizations： Intergroup Conflict 263
Taylor Cox Jr. (I 993)
22 Why Teams： Leading to the High-Performance Organization 274
Jon R. Katzenbach and Douglas K. Smith (1993)
23 Critical Success Factors for Creating Superb Self-Managing Teams 285
Ruth Wageman (1997)
24 Virtual Teams： The New Way to Work 297
Jessica Lipnack and Jeffrey Stamps (199，9)
Chapter IV
Effects of the Work Environment on Individuals 304
25 Effects of Group Pressure Upon the Modification and Distortion
of Judgments 313
Solomon E. Asch (1951)
26 Some Social and Psychological Consequences of the Longwall Method
of Coal-Getting 321
Eric L. Trist and K. W. Bamforth (195 i)
27 Bureaucratic Structure and Personality 330
Robert K. Merton (1957)
28 Groupthink： The Desperate Drive for Consensus at Any Cost 337
Irving L. Janis (1971)
29 Social Influences on Work Effectiveness 345
Lyman W. Porter， Edward E. Lawler III， and J. Richard Hackman (1975)
30 Organization Theory and Structural Perspectives on Management 358
Jeffrey Pfeffer (1991)
31 Psychological Contracts in Organizations： Violating the Contract 369
Denise M. Rousseau (1995)
Chapter V
Power and Influence 385
32 Power： A Neglected Variable in Social Psychology 393
Dorwin Cartwright (1959)
33 The Bases of Social Power 400
John R. P. French Jr. and Bertram Raven (1959)
34 Sources of Power of Lower Participants in Complex Organizations 410
David Mechanic (I 962)
35 Who Gets Power--And How They Hold on to It： A Strategic-Contingency
Model of Power 418
Gerald R. Salancik and Jeffrey Pfeffer (1977)
36 Managing with Power 429
Jeffrey Pfeffer (1992)
Chapter VI
Organizational Change 434
37 Overcoming Resistance to Change 447
Lester Coch and John R. P. French Jr. (1948)
38 Group Decision and Social Change 461
Kurt Lewin (1952)
39 Intervention Theory and Methods 466
Chris Argyris (1970)
40 The Ethics of Social Intervention： Goals， Means， and Consequences 471
Herbert C. Kelman and Donald P. Warwick (I 978)
41 The Fifth Discipline： The Art and Practice of the Learning Organization 484
Peter M. Senge (1990)
42 Change： The New Metaphysics 492
Warren G. Bennis (2000)
43 Laws of the Jungle and the New Laws of Business 497
Richard T. Pascale (2001)
44 Exploring the Relationship Between Learning and Leadership 505
Lillas M. Brown and Barry Z. Posner (2001)
Foreword iii
Preface v
Introduction 1
Defining Organizational Behavior 1
An Orchestra as Metaphor 8
A Chronology of Organizational Behavior 11
Chapter I
Leadership 29
1 The Giving of Orders 42
Mary Parker Follett (1926)
2 The Executive Functions 48
Chester I. Bamard (1938)
3 Life Cycle Theory of Leadership 56
Paul Hersey and Kenneth H. Blanchard (1969)
4 The Contingency Model： A Theory of Leadership Effectiveness 65
Fred E. Fiedler (1970)
5 The Leadership Challenge--A Call for the Transformational Leader 77
Noel M. Tichy and David O. Ulrich (1984)
6 The Learning Leader as Culture Manager 87
Edgar H. Schein (1992)
7 What Makes a Leader? 97
Daniel Goleman (1998)
8 Leadership as the Legitimation of Doubt 105
Karl E. Weick (2001)
9 Efficacy and Effectiveness： Integrating Models of Leadership
and Intelligence 114
Martin M. Chemers (2002)
Chapter II
Motivation 132
10 The Hawthorne Experiments 142
Frederick J. Roethlisberger (1941)
11 A Theory of Human Motivation 152
Abraham H. Maslow (1943)
12 The Human Side of Enterprise 163
Douglas Murray McGregor (1957)
13 The Motivating Effect of Cognitive Dissonance 169
Leon Festinger (1958)
14 Work and Motivation 175
Victor H. Vroom (1964)
15 One More Time： How Do You Motivate Employees.7 182
Frederick Herzberg (1968)
16 Work Motivation： The Incorporation of Self-Concept-Based
Processes 191
Nancy H. Leonard， Laura L. Beauvais， and Richard W. Scholl (1999)
17 Self-Set Goals and Self-Efficacy as Mediators of Incentives
and Personality 210
Edwin A. Locke (2001)
Chapter III
Individuals in Teams and Groups 220
18 Foundations and Dynamics of Intergroup Behavior 232
Robert R. Blake， Herbert A. Shepard， and Jane S. Mouton (1964)
19 Origins of Group Dynamics 241
Dorwin Cartwright and Alvin Zander (1968)
20 An Intergroup Perspective on Group Dynamics 251
Clayton P. Alderfer (1987)
21 Cultural Diversity in Organizations： Intergroup Conflict 263
Taylor Cox Jr. (I 993)
22 Why Teams： Leading to the High-Performance Organization 274
Jon R. Katzenbach and Douglas K. Smith (1993)
23 Critical Success Factors for Creating Superb Self-Managing Teams 285
Ruth Wageman (1997)
24 Virtual Teams： The New Way to Work 297
Jessica Lipnack and Jeffrey Stamps (199，9)
Chapter IV
Effects of the Work Environment on Individuals 304
25 Effects of Group Pressure Upon the Modification and Distortion
of Judgments 313
Solomon E. Asch (1951)
26 Some Social and Psychological Consequences of the Longwall Method
of Coal-Getting 321
Eric L. Trist and K. W. Bamforth (195 i)
27 Bureaucratic Structure and Personality 330
Robert K. Merton (1957)
28 Groupthink： The Desperate Drive for Consensus at Any Cost 337
Irving L. Janis (1971)
29 Social Influences on Work Effectiveness 345
Lyman W. Porter， Edward E. Lawler III， and J. Richard Hackman (1975)
30 Organization Theory and Structural Perspectives on Management 358
Jeffrey Pfeffer (1991)
31 Psychological Contracts in Organizations： Violating the Contract 369
Denise M. Rousseau (1995)
Chapter V
Power and Influence 385
32 Power： A Neglected Variable in Social Psychology 393
Dorwin Cartwright (1959)
33 The Bases of Social Power 400
John R. P. French Jr. and Bertram Raven (1959)
34 Sources of Power of Lower Participants in Complex Organizations 410
David Mechanic (I 962)
35 Who Gets Power--And How They Hold on to It： A Strategic-Contingency
Model of Power 418
Gerald R. Salancik and Jeffrey Pfeffer (1977)
36 Managing with Power 429
Jeffrey Pfeffer (1992)
Chapter VI
Organizational Change 434
37 Overcoming Resistance to Change 447
Lester Coch and John R. P. French Jr. (1948)
38 Group Decision and Social Change 461
Kurt Lewin (1952)
39 Intervention Theory and Methods 466
Chris Argyris (1970)
40 The Ethics of Social Intervention： Goals， Means， and Consequences 471
Herbert C. Kelman and Donald P. Warwick (I 978)
41 The Fifth Discipline： The Art and Practice of the Learning Organization 484
Peter M. Senge (1990)
42 Change： The New Metaphysics 492
Warren G. Bennis (2000)
43 Laws of the Jungle and the New Laws of Business 497
Richard T. Pascale (2001)
44 Exploring the Relationship Between Learning and Leadership 505
Lillas M. Brown and Barry Z. Posner (2001)
J.史蒂文·奥特(J.Steven Ott)
美国科罗拉多大学(University of Colorado)公共行政学博士，现任美国犹他大学(Universify of Utah)社会科学和行为科学学院教授、院长。奥特教授在公共行收学、非营利组织、人力资源管理、组织理论、组织行为和组织文化等领域撰写和主编了大量著作。
美国科罗拉多大学(University of Colorado)公共行政学博士，现任美国犹他大学(Universify of Utah)社会科学和行为科学学院教授、院长。奥特教授在公共行收学、非营利组织、人力资源管理、组织理论、组织行为和组织文化等领域撰写和主编了大量著作。
《公共管理学经典教材原版影印丛书：组织行为经典选读（第3版）》汇集了组织行为学领域最具持久性的经典之作。作者围绕组织行为学的热门议题，将全书分为六个部分：领导、动机、团队中的个体、工作环境对个体的影响、权力与影响力以及组织变革。每个论题所包括的文献按时间顺序排列，以便学生能够理解和掌握每一具体理论的发展过程和整个组织行为理论的发展脉络。《公共管理学经典教材原版影印丛书：组织行为经典选读（第3版）》可以作为组织行为学课程的教材和读本，适合管理学和行政学专业的本科、硕士及MPA学员阅读和学习。
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