Management Style 229 Group Roles 237 Stage 3. Norming—Participative Group Norms 237 Management Style 230 Group Cohesiveness 239 Stage 4. Performing—Empowerment Status Within the Group 240 Management Style 230 Decision Making and Conflict Resolution 240 Stage 5. Termination 230 Stages of Group Development Changes in Group Development and and Management Styles 241 Management Style 231 Stage 1. Forming—Autocratic Developing Groups Into Teams 231 Management Style 241 Training and Team Leadership 231 Stage 2. Storming—Consultative Team Rewards and Recognition 232 Management Style 243 Managing Meetings 233 Stage 3. Norming—Participative Planning Meetings 233 Management Style 243 Conducting Meetings 235 Stage 4. Performing—Empowerment Handling Problem Members 236 Management Style 244 Stage 5. Termination 244 Chapter 9. Human Resources Management 248 Changes in Group Development The Human Resources Management and Management Style 244 Process 250 Developing Groups Into Teams 245 The Human Resources Department 251 Training and Team Leadership 245 The Legal Environment 251 Team Rewards and Recognition 246 Harassment and Sexual Managing Meetings 247 Harassment 254 Planning Meetings 247 Human Resources Planning 255 Conducting Meetings 249 Strategic Human Resources Planning 255 Handling Problem Members 250 Job Analysis 255 Trends and Issues in Management 252 Attracting Employees 256 Chapter Summary 253 Recruiting 256 The Selection Process 258 Chapter 9. Human Resources Selection Interviewing 260 Management 262 Developing Employees 262 The Human Resources Orientation 262 Management Process 263 Training and Development 262 The Human Resources Performance Appraisal 265 Department 264 Retaining and Terminating Employees 268 The Legal Environment 265 Compensation 269 Harassment and Sexual Harassment Health and Safety 271 and Workplace Romance 267 Unions and Labor Relations 272 Human Resources Planning 270 Terminating Employees 273 Strategic Human Resources Planning 270 Appendix: Career Management and Job Analysis 270 Networking 280 Attracting Employees 271 Career Management 281 Recruiting 271 Career Planning and Development 281 The Selection Process 273 Getting a Job 282 Selection Interviewing 275 Networking 285 Developing Employees 277 The Importance of Networking 285 Orientation 277 The Networking Process 285 Training and Development 278 Performance Appraisal 280 PART 4 LEADING Retaining and Separating Employees 284 • Chapter 10 Organizational Behavior: Compensation 284 Power, Politics, Conflict, Health and Safety 287 and Stress 292 Unions and Labor Relations 288 Organizational Behavior (OB) Foundations 294 Separating Employees 289 Personality 294 Trends and Issues in Management 290 Perception 297 Chapter Summary 292 Attitudes 299 Changing OB Foundations 301 Chapter 9 Appendix: Career Power 302 Management and Sources of Power 302 Networking 298 Types of Power and How to Increase Career Management 299 Your Power 302 Career Planning and Development 299 Organizational Politics 305 Getting a Job 300
Management Style 229 Stage 3. Norming—Participative Management Style 230 Stage 4. Performing—Empowerment Management Style 230 Stage 5. Termination 230 Changes in Group Development and Management Style 231 Developing Groups Into Teams 231 Training and Team Leadership 231 Team Rewards and Recognition 232 Managing Meetings 233 Planning Meetings 233 Conducting Meetings 235 Handling Problem Members 236 Chapter 9. Human Resources Management 248 The Human Resources Management Process 250 The Human Resources Department 251 The Legal Environment 251 Harassment and Sexual Harassment 254 Human Resources Planning 255 Strategic Human Resources Planning 255 Job Analysis 255 Attracting Employees 256 Recruiting 256 The Selection Process 258 Selection Interviewing 260 Developing Employees 262 Orientation 262 Training and Development 262 Performance Appraisal 265 Retaining and Terminating Employees 268 Compensation 269 Health and Safety 271 Unions and Labor Relations 272 Terminating Employees 273 Appendix: Career Management and Networking 280 Career Management 281 Career Planning and Development 281 Getting a Job 282 Networking 285 The Importance of Networking 285 The Networking Process 285 PART 4 • LEADING Chapter 10 Organizational Behavior: Power, Politics, Conflict, and Stress 292 Organizational Behavior (OB) Foundations 294 Personality 294 Perception 297 Attitudes 299 Changing OB Foundations 301 Power 302 Sources of Power 302 Types of Power and How to Increase Your Power 302 Organizational Politics 305 Group Roles 237 Group Norms 237 Group Cohesiveness 239 Status Within the Group 240 Decision Making and Conflict Resolution 240 Stages of Group Development and Management Styles 241 Stage 1. Forming—Autocratic Management Style 241 Stage 2. Storming—Consultative Management Style 243 Stage 3. Norming—Participative Management Style 243 Stage 4. Performing—Empowerment Management Style 244 Stage 5. Termination 244 Changes in Group Development and Management Style 244 Developing Groups Into Teams 245 Training and Team Leadership 245 Team Rewards and Recognition 246 Managing Meetings 247 Planning Meetings 247 Conducting Meetings 249 Handling Problem Members 250 Trends and Issues in Management 252 Chapter Summary 253 Chapter 9. Human Resources Management 262 The Human Resources Management Process 263 The Human Resources Department 264 The Legal Environment 265 Harassment and Sexual Harassment and Workplace Romance 267 Human Resources Planning 270 Strategic Human Resources Planning 270 Job Analysis 270 Attracting Employees 271 Recruiting 271 The Selection Process 273 Selection Interviewing 275 Developing Employees 277 Orientation 277 Training and Development 278 Performance Appraisal 280 Retaining and Separating Employees 284 Compensation 284 Health and Safety 287 Unions and Labor Relations 288 Separating Employees 289 Trends and Issues in Management 290 Chapter Summary 292 Chapter 9 Appendix: Career Management and Networking 298 Career Management 299 Career Planning and Development 299 Getting a Job 300