Managerial Psychology

Managing Behavior in Organizations

Harold J. Leavitt and Homa Bahrami

Managerial Psychology
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Harold J. Leavitt and Homa Bahrami

5th edition
364 pages | © 1958, 1964, 1972, 1978, 1988
Cloth $45.00 ISBN: 9780226469737 Published December 1989
The overall structure of this edition is the same as in the past. The book moves from the smaller to the larger. We start with the individual as the focal unit, move to two-person relationships, and onward to issues of leadership, power, small groups, and whole organizations.This edition focuses more than ever on the managing process—on whole organizations and on managing relationships with other organizations. To underline that emphasis, we have included a new section called 'The Manager's Job.' That section deals with what managers do, how they do it, why they do it, and how they should do it.
Part 1  People one at a time: The Individual in the Organization
Introductory note
1   People are all alike: Three key ideas
2   People are different: The development of individuality
3   People are emotional: Human feelings and the manager
4   Thinking, learning, problem solving: People are also reasoning creatures
5   The turbulent marriage of reason and emotion: Attitudes, beliefs and values
6   Managerial styles of thinking: Is orderly thinking always good thinking?
7   Assessing people: Dilemmas of the evaluation process
Part 2  People two at a time: Communicating, influencing, commanding, challenging
Introductory note
8   Communicating: Getting the word from A to B
9   Influencing other people: Dimensions and dilemmas
10   Authority: What is it, and when does it work?
11   Power tactics: Pressure, brainwashing, blackmail, and more
12   Manipulation: Slippery styles for influencing behavior
13   Collaborative models: Influencing softly, by supporting, helping, and trusting
14   From monetary incentives to career development: Efforts to influence human productivity
Part 3  People in threes to twenties: Efficiency and influence in groups
Introductory note 
15   Group decisions: Monsters or miracles?
16   Group process: What was really going on in that meeting?
17   Group pressure and the individual: Conformity and deviation
18   Conflict and competition among groups: My team can beat your team
19   Communication nets in groups and organizations: Who can talk to whom about what?
20   Taking groups seriously: Designing organizations around small groups
Part 4  People in hundreds and thousands: Managing the whole organization
Introductory note
21   The managing process: management, problem solving, implementing
22   The volatile organization: Everything triggers everything else
23   Four influential ideals: From scientific managment to organizational culture
24   Organizational missions and strategies: Toward proactive pathfinding
25   Managing people in large numbers: From organizational pyramids to organizational cultures
26   Organizational structure: Managing the situation to manage the people
Part 5  Organizations and environments: Managing in a turbulent world
Introductory note
27   The changing organizational environment: You'd hardly recognize the old neighborhood
28   Organizations in intrusive environments: Can managers be masters of their fates?
29   Managing our environments: Can managers create new worlds?
Suggested readings
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