This unique work bridges the gap between theory and practice in organizational behavior. It provides a practical guide to real-life applications of the 35 most significant theories in the field. The author's analysis covers key managerial topics such as goal setting, training and development, decision-making, organizational structuring, and effective organizational operation. List of Tables and Figures x Preface xii Acknowledgments xvii PART I. THE CORNERSTONES OF SCIENTIFIC THEORY AND PRACTICAL APPLICATIONS On the Nature of Theory 3(10) On the Nature of Practice and the Theory-Practice Relationship 13(15) PART II. FROM MOTIVATION THEORY TO MOTIVATIONAL PRACTICE From Kurt Lewin's Social Psychology to Change Processes and Goal Setting 28(8) From David McClelland's Achievement-Motivation Theory to Achievement/Power-Motivation Training and Competence Assessment 36(11) From Frederick Herzberg's Motivation-Hygiene Theory to Orthodox Job Enrichment 47(8) From Greg Oldham and Richard Hackman's Job-Characteristics Theory to Their Approach to Job Enrichment 55(12) From Victor Vroom's and Lyman Porter and Edward Lawler's Expectancy Theories to Compensation and Benefits Practices in Rationalized Organizations 67(13) From Fred Luthans and Robert Kreitner's Operant-Behavior Theory to Organizational-Behavior Modification 80(14) From Stacy Adams's Equity Theory and the Distributive-Justice Construct to Compensation Administration and Training to Foster Organizational Justice 94(17) From Edwin Locke and Gary Latham's Goal-Setting Theory to Goal Setting in Organizations 111(20) Epilogue on Motivation From Harry Levinson's Psychoanalytic Theory to Psychological Assessment (Using the Ego Ideal, Recapitulation of the Family Structure and the Psychological Contract) 126(1) From Elton Mayo's Personality and Motivation Theory to Human-Relations Training and an Approach to Employee Counseling 126(1) From Frederick Taylor's Scientific Management to Time and Motion Study 127(4) PART III. FROM LEADERSHIP THEORY TO LEADERSHIP PRACTICE From Victor Vroom, Philip Yetton, and Arthur Jago's Normative Decision-Process Theory to the Use of Participative Management 131(15) From Fred Fiedler's Contingency Theory of Leadership to the Leader-Match Approach to Management Development 146(11) From George Graen's Vertical Dyad Linkage/Leader-Member Exchange Theory to High-Quality Interventions Across the Board, and Enhancing Fast-Track Careers 157(12) From Steven Kerr's Substitutes for Leadership to Providing Methods to Improve Influence Processes in Organizations 169(11) From John Miner's Role-Motivation Theory to Managerial Role-Motivation Training and Psychological Assessment 180(14) From Bernard Bass's Transformational-Leadership Theory to Transformational Training 194(21) Epilogue on Leadership From Douglas McGregor's Theory X and Theory Y to Participative Management 210(3) From Frank Heller's Influence-Power Continuum Theory to Participative Management 213(2) PART IV. FROM DECISION-MAKING THEORY TO DECISION-MAKING PRACTICE From Lee Roy Beach's Image Theory to Organizational Decision Making 215(16) Epilogue on Decision Making 228(3) PART V. FROM SYSTEMS THEORY TO THE PROCESSES AND STRUCTURES OF ORGANIZATIONS From Eric Trist and Fred Emery's Sociotechnical-Systems Theory to Autonomous Work Groups 231(16) From Paul Lawrence and Jay Lorsch's Contingency Theory of Organizations---Differentiation and Integration---to Organization Development and Matrix Structures 247(18) Epilogue on Systems From Rensis Likert's Theory of Systems 1---4 and 4T to Participative Management (Particularly Involving Human Resource Accounting and Survey Feedback) 260(1) From Henri Fayol's Principles and Elements of Managing to the Functions of Management 261(4) PART VI. FROM BUREAUCRACY-RELATED CONCEPTS TO THE PROCESSES AND STRUCTURES OF ORGANIZATIONS From Max Weber's Theory of Bureaucracy to the Processes and Structures of Hierarchic Organizations 265(11) From Derek Pugh, David Hickson, and Robert Hinings's Theory Underlying the Aston Studies to Organizational Processes and Structuring 276(13) From Peter Blau's Theory of Differentiation to Organizational Processes and Structuring 289(10) From Chris Argyris's Goal-Congruence Theory and His Theory of Organizational Learning to Organization Development (Particularly Involving Learning Seminars) 299(17) From Edgar Schein's Organizational-Culture Theory to Organization Development (Particularly Involving Process Consultation) 316(21) Epilogue on Bureaucracy From Victor Thompson's Dysfunctions of Bureaucracy to Dual Hierarchies and Venture Structures 331(1) From Warren Bennis's Theory of Bureaucratic Demise to Temporary Systems 332(1) From Robert Blake and Jane Mouton's Grid Theory of Leadership to Grid-Organization Development 332(1) From Robert Golembiewski's Concept of Alpha, Beta, and Gamma Change to the Evaluation of Organization Development 333(4) PART VII. FROM SOCIOLOGICAL CONCEPTS OF ORGANIZATION TO MACRO-ORGANIZATIONAL FUNCTIONING From Jeffrey Pfeffer and Gerald Salancik's External Control of Organizations-Resourceing Dependence Perspective to Effectively Operation of Organizations 337(13) From John Meyer and Richard Scott's Neoinstitutional Theory to Management Education 350(15) Epilogue on Sociological Concepts 364(1) Name Index 365(13) Subject Index 378(16) About the Author 394