內容簡介

　　本本書是國際知名管理學傢、心理學傢弗雷德·魯森斯《組織行為學》第12版的雙語教學版。本書是一部係統展示組織行為學風采的優秀著作，它集聚瞭*一代組織行為學傢魯森斯40多年的心血，詳細而*麵地以組織行為學理論的厚重基礎為依托，既強調深入理論闡述，又注重精闢實踐運用，堪稱組織行為學領域的經典之作。

　　第12版與前一版相比有瞭很大的突破，本版本更新瞭新的理論、研究及案例，整閤精煉瞭原有章節，並增添瞭新的主題，力求縮短組織行為理論與實踐之間的鴻溝，基於循證方法在豐富實證數據的基礎上構建*新理論框架。本書包括4編共14章，*編介紹學習和應用組織行為的環境和組織情境；第二編分析社會認知框架下微觀取嚮的認知過程；第三編關注社會認知模型下組織行為動力學；第四編關注高績效是如何通過管理實現的，體現瞭本書的應用價值。

　　本本書區彆於該領域其他教材的獨到之處在於，每編開頭的循證實踐谘詢，每章結尾的大量案例材料，獨有的有關組織報酬係統和積*組織行為的新章節，基於元分析的組織行為學原理的科學提煉等等。這種理論與實踐的完美結閤使得本書既適閤學術圈內的學生和教師使用，也適閤管理實踐者研修之用。

作者簡介

　　弗雷德·魯森斯（Fred Luthans）教授，是*一代組織行為學傢， 的管理學傢與心理學傢，內布拉斯加一林肯大學管理學院傑齣的George Holmes講座教授，同時還是世界 谘詢公司蓋洛普的高級研究員。他在1981年當選為美國管理學院院士，1986年齣任美國國傢科學院（National Academy）主席，並於1997年獲得瞭科學院傑齣教育傢奬，2000年成為入選科學院“名人堂”的*批會員。他是一位多産作傢，迄今已齣版大量書籍，在各類應用和學術雜誌上發錶瞭150篇文章。他與RobertKreitner閤寫的Organizational Behavior Modification獲得瞭美國人事協會的人力資源管理傑齣貢獻奬；另外還與其他人閤著有Real Manager，International Management，The High Impact Leader，Psychological Capital等著作。弗雷德·魯森斯是Journal of WorldBusiness的主編之一，也是Organizational Dynamics和Journal ofLeadership and Organizational Studies等SSCI核心期刊的編委。魯森斯教授有著相當廣泛的研究項目。近幾年，他開創瞭積*組織行為學（Positive Organizational Behavior，簡稱POB）研究。

精彩書評

　　這這是一本迄今為止詳細而*麵地以組織行為學理論的厚重基礎為依托，從深入理論闡述到精闢實踐運用，係統展示組織行為學風采的優秀教科書。特彆是，它把握瞭組織行為學理論發展的脈絡，以及工商組織管理實踐的發展曆程和趨勢，既有深入的理論闡述和豐富的實證數據的支持，更有實用的案例和討論作為實踐指導；在使兩者相得益彰的結閤中，鑄就瞭這部組織行為學。

　　——王壘　北京大學心理學係教授　國務院學位委員會*guo應用心理專業研究生教育指導委員會主任

目錄

第一編

外部環境和組織情境 1

第1 章　組織行為學導言：循證方法 5

第2 章　外部情境：全球化、多樣性和道德規範 31

第3 章　組織情境：設計和文化 57

第4 章　組織情境：報酬係統 88

第二編

組織行為的認知過程 123

第5 章　人格、知覺與員工態度 125

第6 章　動機需要、過程與應用 156

第7 章　積極組織行為學與心理資本 199

第三編

組織行為的動力學 245

第8 章　溝通與決策 247

第9 章　壓力與衝突 277

第10 章　權力與政治 312

第11 章　群體與團隊 339

第四編

高績效的管理與領導 373

第12 章　行為績效管理 378

第13 章　有效的領導過程 413

第14 章　卓越的領導者：循證方法 445

精彩書摘

　　Every era laments about daunting challenges. However, even previous generations would

　　probably agree that effectively managing today’s organizations is very difficult. Ask anyone

　　today—management professors, practitioners, or students—what the major challenges are

　　in today’s environment, and the answer will be fairly consistent: A turbulent economy and

　　dangerous geopolitics preoccupy everyone’s concerns. However, at the organization level,

　　understanding global competition and diversity, and trying to solve ethical problems and

　　dilemmas come to the fore. These are unquestionably major issues facing contempory

　　organizations and are given major attention in this text. However, the basic premise and

　　assumptions of the field of organizational behavior in general, and of this text in particular,

　　are that managing the people—the human resources of an organization—have been, are, and

　　will continue to be, the major challenge and critical competitive advantage.

　　Globalization, diversity, and ethics serve as very important environmental or contextual

　　dimensions for organizational behavior. However, as Sam Walton, the founder of Wal-Mart

　　and richest person in the world when he died, declared to this author over lunch a number

　　of years ago when asked what the answer was to successful organizations—“People are the

　　key!”The technology can be purchased and copied; it levels the playing field. The people,

　　on the other hand, cannot be copied. Although it may be possible to clone human bodies,

　　their ideas, personalities, motivation, and organization cultural values cannot be copied.

　　The human resources of an organization and how they are managed represent the competitive

　　advantage of today’s and tomorrow’s organizations. A recent study of over three hundred

　　companies for over 20 years provides evidence for this statement. The researchers

　　found that management of human resources through extensive training and techniques such

　　as empowerment resulted in performance benefits, but operational initiatives such as total

　　quality management or advanced manufacturing technology did not.

　　At first employees were considered a cost, then human resources, and now are becoming

　　widely recognized as “human capital”2 (what you know—education, experience, skills).

　　Recent research indicates that investing in this human capital results in desired performance

　　outcomes such as increased productivity and customer satisfaction.3 Even going beyond

　　human capital are more recently recognized “social capital”4 (who you know—networks,

　　connections, friends) and “positive psychological capital”5 (who you are—confidence,

　　hope, optimism, resiliency) and (who you are in terms of confidence, hope, optimism,

　　resiliency, and, more importantly, who you can become, i.e., one’s possible authentic self).

　　Although Chapter 7 will be specifically devoted to positive organizational behavior in general

　　and psychological capital in particular, let it be simply noted here that there is growing

　　research evidence that employees’ psychological capital is positively related to their performance

　　and desired attitudes.6 As the ultimate “techie” Bill Gates astutely observed: “The inventory, the value of my company, walks out the door every evening.”

　　……

前言/序言

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真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好

真垃圾 我還以為京東裏的東西挺好